The Handbook of Project-Based Management: Leading Strategic Change in Organizations, Third Edition | by J. Rodney Turner | 2009 | ISBN: 9780071549745. Project Success Factors. The Strategic Management of Projects. Project Execution and Control. Governance of Project Management

December 5, 2009 by kutenk
Filed under: Computer Books 

The Handbook of Project-Based Management: Leading Strategic Change in Organizations, Third Edition

by J. Rodney Turner
2009 (480 pages)
ISBN:9780071549745

A rigorous guide to project management practice for the twenty-first century, this book is filled with over 150 illustrations and focuses on achieving strategic change, including embedding corporate change after a project is completed.

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The Handbook of Project-Based Management—Leading Strategic Change in Organizations, Third Edition







Preface
Chapter 1 – Leading Change Through Projects
Overview
1.1: Projects and their Management
1.2: The Process Approach
1.3: The Management of Projects and this Book
1.4: Images of Projects
Summary

Part 1 – Managing the Context
Chapter 2 – Projects for Delivering Beneficial Change
Overview
2.1: Identifying the Need for Performance Improvement
2.2: Diagnosing the Change Required
2.3: The Benefits Map
2.4: Projects for Implementing Corporate Strategy
Summary

Chapter 3 – Project Success and Strategy



Overview
3.1: Project Success Criteria
3.2: Key Performance Indicators
3.3: Project Success Factors
3.4: The Strategic Management of Projects
3.5: Principles of Project Management
Summary

Chapter 4 – The People Involved
4.1: Reactions to Change
4.2: Managing Stakeholders
4.3: Communicating with Stakeholders
4.4: Project Teams
4.5: Leading Projects
Summary

Part 2 – Managing Performance
Chapter 5 – Managing Scope
Overview
5.1: Principles of Scope Management
5.2: Project Definition
5.3: Planning at the Strategic Level: Milestone Plans
5.4: Planning at Lower Levels
5.5: Applications
Summary

Chapter 6 – Managing Project Organization
Overview
6.1: Principles
6.2: The External Organization
6.3: The Internal Organization
6.4: Responsibility Charts
Summary

Chapter 7 – Managing Quality
7.1: Quality in the Context of Projects
7.2: Achieving Quality on Projects
7.3: Configuration Management
Summary

Chapter 8 – Managing Cost
8.1: Estimating Costs
8.2: Types of Costs
8.3: Estimating Techniques
8.4: Controlling Costs: Obtaining Value for Money
Summary

Chapter 9 – Managing Time
9.1: The Time Schedule
9.2: Estimating Duration
9.3: Calculating the Schedule with Networks
9.4: Resource Histograms and Resource Smoothing
9.5: Controlling Time
Summary

Chapter 10 – Managing Risk
10.1: The Risk Management Process
10.2: Identifying Risk
10.3: Assessing Risk
10.4: Analyzing Risk
10.5: Managing Risk
Summary

Part 3 – Managing The Process
Chapter 11 – The Project Process
11.1: The Project and Product Life Cycle
11.2: The Feasibility Study
11.3: The Design Phase
11.4: New Product Development
11.5: Concurrent Engineering
11.6: Information Systems Projects
Summary

Chapter 12 – Project Start-Up
12.1: The Start-Up Process
12.2: Start-Up Workshops
12.3: Project Definition Report and Manual
Summary

Chapter 13 – Project Execution and Control
13.1: Resourcing a Project
13.2: Implementation Planning
13.3: Allocating Work
13.4: Requirements for Effective Control
13.5: Gathering Data and Calculating Progress
13.6: Taking Action
Summary

Chapter 14 – Project Close Out
Overview
14.1: Timely and Efficient Completion
14.2: Transferring the Asset to the Users
14.3: Embedding the Change and Obtaining Benefit
14.4: Disbanding the Team
14.5: Postcompletion Reviews
Summary

Part 4 – Governance of Project-Based Management
Chapter 15 – Project Governance
Overview
15.1: Governance
15.2: Governance of the Project
15.3: The Principal-Agent Relationship
15.4: Communication between the Project Manager and Sponsor
Summary

Chapter 16 – Program and Portfolio Management
Overview
16.1: Definitions
16.2: Managing Portfolios
16.3: Managing Programs
16.4: The Project Office
Summary

Chapter 17 – Developing Organizational Capability
17.1: Defining Capability
17.2: Developing Individual Competence
17.3: Developing Organizational Capability
17.4: Improving Organizational Capability
17.5: Knowledge Management
17.6: Competency Traps
Summary

Chapter 18 – Governance of the Project-Based Organization
Overview
18.1: Governance of Project Management
18.2: Conducting Audits
18.3: Conducting Health Checks
18.4: End-of-Stage Reviews
Summary

Chapter 19 – International Projects
19.1: Types of International Project
19.2: The Problem of International Projects
19.3: Managing Culture
Summary

Chapter 20 – Epilogue
20.1: Principles of Project Management
20.2: Key Success Factors


Appendixes
Appendix A – Project Definition Report for the CRMO Rationalization Project
Appendix B – Project Control Documents for the CRMO Rationalization Project

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