Overview

Publisher's Note: Products purchased from Third Party sellers are not guaranteed by the publisher for quality, authenticity, or access to any online entitlements included with the product. The Most Complete, Current Guide to Project-Based ManagementThoroughly revised and reorganized, The Handbook of Project-Based Management, Fourth Edition focuses on the role of the global project manager in today's high-tech, hyperconnected environment of continuous improvement and innovation. Rodney Turner, editor of the International Journal of Project Management, explains how to implement a proven, structured approach to achieving performance improvement through strategic change. This practical resource describes how to align project goals with organizational goals, maintain governance, and manage project performance and process. An all-new case study runs throughout the book, demonstrating real-world applications of the concepts presented. Coverage includes: Leading change Beneficial change Project governance Program and portfolio management Governance of the projectbased organization Organizational capability Scope Project organization Stakeholders Quality Cost Time Risk Process models Start-up Execution and control Close-out

Full Product Details

Author:   Rodney Turner
Publisher:   McGraw-Hill Education - Europe
Imprint:   McGraw-Hill Professional
Edition:   4th edition
Dimensions:   Width: 19.10cm , Height: 2.50cm , Length: 23.40cm
Weight:   0.794kg
ISBN:  

9780071821780

ISBN 10:   0071821783
Pages:   368
Publication Date:   16 June 2014
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Hardback
Publisher's Status:   Active
Availability:   Manufactured on demand  
We will order this item for you from a manufactured on demand supplier.

Table of Contents

1. Leading Change Thru Projects Projects and their management; The process approach; Images of projects; The management of projects and this bookPART I: Managing the Context 2. Projects for Delivering Beneficial Change Identifying the need for performance improvement; Diagnosing the change required; The benefits map; Linking corporate strategy to project strategy 3. Project Success and Strategy Project strategy; Judging success; Leading performance indicators; Achieving success 4. The People Involved Reactions to change; Engaging with stakeholders; Project teams; Leadership Part II: Managing Performance 5. Managing Scope Principles of scope management; Project definition; Planning at the strategic level - milestone plans; Lower level plans: activity planning; Applications 6. Managing Organization Principles; The external organization; The internal organization; Responsibility charts 7. Managing Quality Quality in the context of projects; Achieving quality on projects; Configuration management 8. Managing Cost Types of estimates; Estimating costs; Estimating techniques; Controlling costs: obtaining value for money 9. Managing Time The time schedule; Estimating duration; Calculating the schedule with networks; Resource histograms and resource smoothing; Controlling time 10. Managing Risk The risk management process; Identifying, Assessing, Analyzing and Managing risk Part III: Managing the Process 11. The Project Life Cycle The project as an algorithm; The product life-cycle; The project life-cycle; The management process 12. Project Start-Up Start-up process; Workshops; Project definition report and manual;Business case 13. Project Control Requirements for effective control; Gathering data and calculating progress; Taking action 14. Project Close-Out Timely & efficient completion; Transferring the asset to users; Embedding the change and obtaining benefit; Disbanding the team; Post completion reviews 15. Project Governance Governance of the project; The principal-agent relationship; Communication between the project manager and sponsor 16. Program/Portfolio Management Managing portfolios; Managing programs; The project office 17. Developing Organizational Capability Developing individual competence; Four practices/processes for developing organizational capability; Four areas of knowledge management; Competency traps

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Author Information

Rodney Turner is a Director of EuroProjex, The European Centre for Project Excellence Limited. He is professor of Project Management at SKEMA Business School, Lille, where he is academic director of the PhD program, and at Kingston Business School. He has an adjunct position at the University of Technology Sydney and a visiting position at the Technical University of Berlin. He is editor of the International Journal of Project Management, and author of 18 books.

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