| Description |
1 online resource (xxi, 319 pages) : illustrations |
| Contents |
Figures -- Tables -- About the Author -- Preface -- Introduction. Structure and thesis of the book ; Take-aways ; References and endnotes -- Part 1. Constructing Project Management. Chapter 1. Introduction to Part 1. Historical method ; Bespeaking relevant knowledge ; References and endnotes -- Chapter 2. Project Management Before It Was Invented. Pre-history : Projects and society ; Early attempts at formal project integration ; World War II and the Manhattan Project ; References and endnotes -- Chapter 3. Systems Project Management. USAF integration : The formal recognition of project management ; Schriever and the Atlas Program ; Polaris ; PERT and CPM ; Construction ; 'The Harvard Business Review' introduces the Project Manager! ; McNamara and the bureaucracy of systems ; Apollo : Configuration management and project leadership ; DoD bureaucratisation ; Externalities ; Energy and commodities projects ; Nuclear power ; The extractive industries ; References and endnotes -- Chapter 4. The Project Management Knowledge Base. The PMBOK® Guide ; Theoretical underpinnings ; 'The Management of Projects' ; 'The Management of Projects' paradigm versus 'Execution Delivery' ; The APM, IPMA, and Japanese BOKs ; Quality management ; New product development : Lessons from Toyota ; Academic engagement ; References and endnotes -- Chapter 5. Developing Project Management. IMEC : 'Large engineering projects' ; Contracting and procurement ; Partnering and the new procurement environment ; Risks and opportunities ; Flyvbjerg et al. : Transportation projects and optimism bias ; BOT / PFI ; Value and benefits ; Health, safety, and environment ; Defence projects ; Software projects and Standish ; Technology and requirements management ; Agile project management ; Information and Communications Technology (ICT) ; Critical chain ; Program management ; Developing enterprise-wide p.m. capability : The US Department of Energy (DoE) / NRC study ; References and endnotes -- Chapter 6. Enterprise-Wide Project Management (EWPM). Strategy and governance ; PMOs ; Best practice guidelines and maturity ; Critical management ; Learning and development ; Project management as a career track ; References and endnotes -- Chapter 7. The Development of Project Management : Summary -- Part 2. Deconstructing Project Management. Chapter 8. Introduction to Part 2. The domain ; Deconstructing deconstruction ; Approaching the management of projects ; Developing projects ; References and endnotes -- Chapter 9. Control. Scope management ; Scheduling ; Estimating ; Budgeting ; Cost management ; Performance management (Earned value) ; References and endnotes -- Chapter 10. Organisation. Roles and responsibilities ; Structure ; Structural forms ; Contingency theory and organisation design ; Project management contingency : Getting the fit ; References and endnotes -- Chapter 11. Governance and Strategy. Governance ; Strategy ; References and endnotes -- Chapter 12. Managing the Emerging Project Definition. Requirements management ; Solutions development ; References and endnotes -- Chapter 13. Procurement and the Project's Commercial Management. Acquisition and contracting strategy ; Partnering and alliancing ; Procurement ; Contract administration ; References and endnotes -- Chapter 14. Adding Value, Controlling Risk, Delivering Quality, Safely and Securely. Building value, achieving benefits ; Risk and opportunity management ; Quality management ; Health, Safety, Security, and Environment (HSSE) ; References and endnotes -- Chapter 15. People. Leadership ; Teams ; Stakeholder management ; Culture ; Individuals' skills and behaviours ; References and endnotes -- Chapter 16. Level 3 : The Institutional Context. PMOs ; Functions of the PMO ; Clearing the decks for reconstruction ; References and endnotes -- Part 3. Reconstructing Project Management. Chapter 17. Introduction to Part 3. A discipline ; A knowledge domain ; Foundations for the future ; References and endnotes -- Chapter 18. The Character of PM Knowledge. Terminology ; Ontology ; Epistemology and theories of project management ; Methodology ; The character of the field's substantive knowledge ; References and endnotes -- Chapter 19. Managing Context. Independent (or semi-independent) variables ; Dependent variables ; References and endnotes -- Chapter 20. Ethos : Building Sponsor Value. Questions of purpose ; Effectiveness ; Enhancing sponsor value ; The Japanese approach : Pursuing innovation and value ; References and endnotes -- Chapter 21. 'Only Connect' : The Age of Relevance. Connecting p.m. to organisational performance ; The new dystopia? ; The role of MoP / P³M ; References and endnotes -- Part 4. Summa. Chapter 22. Summary and Conclusions. The sweep of project management ; Conclusions for the discipline -- Appendices. Appendix 1. Critical Success Factor Studies -- Appendix 2. 'Characteristics of Successful Megaprojects or Systems Acquisitions' -- Index |
| Summary |
This hugely informative and wide-ranging analysis on the management of projects, past, present and future, is written both for practitioners and scholars. Beginning with a history of the discipline's development, 'Reconstructing Project Management' provides an extensive commentary on its practices and theoretical underpinnings, and concludes with proposals to improve its relevancy and value. Written not without a hint of attitude, this is by no means simply another project management textbook. The thesis of the book is that 'it all depends on how you define the subject' ; that much of our present thinking about project management as traditionally defined is sometimes boring, conceptually weak, and of limited application, whereas in reality it can be exciting, challenging and enormously important. The book draws on leading scholarship and case studies to explore this thesis. The book is divided into three major parts. Following an Introduction setting the scene, Part 1 covers the origins of modern project management - how the discipline has come to be what it is typically said to be ; how it has been constructed - and the limitations of this traditional model. Part 2 presents an enlarged view of the discipline and then deconstructs this into its principal elements. Part 3 then reconstructs these elements to address the challenges facing society, and the implications for the discipline, in the years ahead. A final section reprises the sweep of the discipline's development and summarises the principal insights from the book. This thoughtful commentary on project (and program, and portfolio) management as it has developed and has been practiced over the last 60-plus years, and as it may be over the next 20 to 40, draws on examples from many industry sectors around the world. It is a seminal work, required reading for everyone interested in projects and their management |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Print version record |
| Subject |
Project management.
|
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BUSINESS & ECONOMICS -- Project Management.
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TECHNOLOGY & ENGINEERING -- Project Management.
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Project management.
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| Form |
Electronic book
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| LC no. |
2012037674 |
| ISBN |
9781118536919 |
|
1118536916 |
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9781118536698 |
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111853669X |
|
9781118536926 |
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1118536924 |
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