Project Management, Planning and Control

Project Management, Planning and Control

Managing Engineering, Construction and Manufacturing Projects to PMI, APM and BSI Standards

8th Edition - August 27, 2021

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  • Author: Albert Lester
  • eBook ISBN: 9780128243404
  • Paperback ISBN: 9780128243398

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Description

Covering the principles and techniques you need to successfully manage an engineering or technical project from start to finish, Project Management, Planning and Control is an established and widely recommended project management handbook. Building on its clear and detailed coverage of planning, scheduling and control, this eighth edition includes new case studies from industries including petrochemical and construction, as well as updates throughout to account for changes and best practice in governance and adjudication. It also now includes expanded coverage of AI, Big Data and sustainability. Ideal for those studying for Project Management Professional (PMP) qualifications, Project Management, Planning and Control is aligned with the latest Project Management Body of Knowledge (PMBOK) for both the Project Management Institute (PMI) and the Association of Project Management (APM) and includes questions and answers to help you test your understanding.

Key Features

  • Self-contained chapters make this ideal for quick reference.
  • Provides case studies in project management from construction industries and AI.
  • Updated and expanded to address new trends and techniques related to governance, stakeholder management, BIM/VDC and Primavera P6.

Readership

Project and contract managers, planning engineers and program managers in the engineering, construction and manufacturing sectors. Those studying for professional project management qualifications through the PMI and APM and students on project management courses.

Table of Contents

  • Cover image
  • Title page
  • Table of Contents
  • Dedication
  • Copyright
  • Foreword to the 1st edition
  • Foreword to the 8th edition
  • Preface to the 8th edition
  • Acknowledgements
  • 1. Project definition
  • Project definition
  • Time-bound project
  • Cost-bound project
  • Performance (quality)-bound project
  • Safety-bound project
  • 2. Project management
  • Project manager
  • Project manager's charter
  • Project office
  • 3. Programme and portfolio management
  • Portfolio management
  • 4. Project context (project environment)
  • Political
  • Economic
  • Social (or sociological)
  • Technical
  • Legal
  • Environmental
  • 5. Business case
  • The project sponsor
  • Requirements management
  • 6. Investment appraisal
  • Project viability
  • 7. Stakeholder management
  • Direct stakeholders
  • Indirect stakeholders
  • 8. Project-success criteria
  • Key performance indicators
  • 9. Organization structures
  • Functional organization
  • Matrix organization
  • Project organization (taskforce)
  • 10. Organization roles
  • 11. Project life cycles
  • 12. Work breakdown structures
  • Responsibility matrix
  • 13. Estimating
  • Subjective
  • Parametric
  • Comparative (by analogy)
  • Analytical
  • 14. Project management plan
  • General
  • The Why
  • The What
  • The When
  • The Who
  • The Where
  • The How
  • Methods and procedures
  • 15. Risk management
  • Stage 1: risk awareness
  • Stage 2: risk identification
  • Stage 3: risk assessment
  • Stage 4: risk evaluation
  • Stage 5: risk management
  • Monitoring
  • Example of effective risk management
  • Positive risk or opportunity
  • 16. Quality management
  • History
  • Quality management definitions
  • Explanation of the definitions
  • 17. Change management
  • Document-control
  • Issue management
  • 18. Configuration management
  • 19. Basic network principles
  • Network analysis
  • The network
  • Durations
  • Numbering
  • Hammocks
  • Precedence or activity on node diagrams
  • Bar (Gantt) charts
  • Time-scale networks and linked bar charts
  • 20. Planning blocks and subdivision of blocks
  • Pharmaceutical factory
  • New housing estate
  • Portland cement factory
  • Oil terminal
  • Multi-storey block of offices
  • Colliery surface reconstruction
  • Bitumen refinery
  • Typical manufacturing unit
  • Subdivision of blocks
  • 21. Arithmetical analysis and floats
  • Arithmetical analysis
  • Critical path
  • Critical chain project management
  • 22. The case for manual analysis
  • The planner
  • The role of the computer
  • Preparation of the network
  • Typical site problems
  • The National Economic Development Office report
  • 23. Lester diagram
  • Basic advantages
  • 24. Graphical and computer analysis
  • Graphical analysis
  • Computer analysis
  • History
  • 25. Milestones and line of balance
  • Milestones
  • Line of balance
  • 26. Simple examples
  • Example 1
  • Example 2
  • Example 3
  • Summary of operation
  • Example 4 (using manual techniques)
  • 27. Progress reporting
  • Feedback
  • 28. Project management and network planning
  • Responsibilities of the project managers
  • Information from network
  • Site-preparation contract
  • Confidence in plan
  • Network and method statements
  • Integrated systems
  • Networks and claims
  • 29. Network applications outside the construction industry
  • Bringing a new product onto the market
  • Moving a factory
  • Centrifugal pump manufacture
  • Planning a mail order campaign
  • Manufacture of a package boiler
  • Manufacture of a cast machined part
  • 30. Resource loading
  • The alternative approach
  • 31. Cash flow forecasting
  • Example of cash flow forecasting
  • 32. Cost control and EVA
  • SMAC – man-hour control
  • Summary of advantages
  • EVA for civil engineering projects
  • 33. Control graphs and reports
  • Overall project completion
  • Earned Schedule
  • Integrated computer systems
  • EVA % complete assessment
  • 34. Procurement
  • Procurement strategy
  • Pre-tender survey
  • Bidder selection
  • Request for quotation
  • Tender evaluation
  • Purchase order
  • Expediting, monitoring and inspection
  • Shipping and storage
  • Erection and installation
  • Commissioning and handover
  • Types of contracts
  • Subcontracts
  • Subcontract documents
  • Insurance
  • Discounts
  • Counter-trade
  • Incoterms
  • 35. Value management
  • 36. Health, safety and environment
  • Construction, design and management regulations
  • Health and safety plan
  • Health and safety file
  • Warning signs
  • 37. Information management
  • Objectives and purpose
  • Data collection
  • 38. Communication
  • Cultural differences, language differences, pronunciation, translation and technical jargon
  • Geographical separation, location equipment or transmission failure
  • Misunderstanding, attitude, perception, selective listening, assumptions and hidden agendas
  • Poor leadership, unclear instructions, unclear objectives, unnecessarily long messages and withholding of information
  • Meetings
  • 39. Team building and motivation
  • Team development
  • The Belbin team types
  • Motivation
  • Maslow's hierarchy of needs
  • Herzberg's motivational hygiene theory
  • 40. Leadership
  • Situational leadership
  • Professionalism and ethics
  • Competence
  • 41. Negotiation
  • Phase 1: preparation
  • Phase 2: planning
  • Phase 3: introductions
  • Phase 4: opening proposal
  • Phase 5: bargaining
  • Phase 6: agreement
  • Phase 7: finalizing
  • 42. Conflict management and dispute resolution
  • Conciliation
  • Mediation
  • Adjudication
  • 43. Governance of project management
  • Introduction
  • Principles
  • Components and roles
  • Conclusion
  • 44. Project close-out and handover
  • Close-out
  • Handover
  • 45. Project close-out report and review
  • Close-out report
  • Close-out review
  • 46. Stages and sequence
  • Summary of project stages and sequence
  • 47. Worked example 1: Bungalow
  • Design and construction philosophy
  • 48. Worked example 2: Pumping installation
  • Design and construction philosophy
  • Cash flow
  • 49. Worked example 3: Motor car
  • Summary
  • 50. Worked example 4: Battle tank
  • Business case for battle tank top secret
  • Subject: new battle tank
  • The ‘What’
  • The ‘Why’
  • Major risks
  • 51. Primavera P2
  • Evolution of project management software
  • Oracle Primavera P6
  • 52. Building Information Modelling (BIM)
  • Introduction
  • History of BIM
  • What is BIM
  • UK government recommendations
  • How BIM is applied in practice
  • Linking systems through open .NET interfaces
  • Tekla BIMsight and other collaboration tools
  • Savings with BIM
  • Sample BIM projects
  • Interoperability and principle industry transfer standards
  • 53. Virtual Design and Construction (VDC)
  • Introduction
  • VDC + project management
  • VDC software
  • InEight Model introduction
  • VDC + coordination
  • 54. Sustainability
  • Economy
  • Society
  • Environment
  • 55. Project assurance
  • Purpose of project assurance
  • Operation of project assurance
  • Procedures to be assessed
  • Conformity with legislation and regulations
  • Project stakeholders and personnel
  • Appendix 1. Agile project management
  • Appendix 2. Artificial Intelligence (AI) and Big Data
  • Appendix 3. Case study 1: Cement plant
  • Appendix 4. Case study 2: Teesside oil terminal
  • Appendix 5. Abbreviations and acronyms
  • Appendix 6. Glossary
  • Appendix 7. Sample examination; questions 1: Questions
  • Appendix 8. Sample examination; questions 2: Bullet point answers
  • Appendix 9. Syllabus summary bullet points
  • Appendix 10. Words of Wisdom
  • Appendix 11. Bibliography
  • Index
  • Notes
  • Notes

Product details

  • No. of pages: 716
  • Language: English
  • Copyright: © Butterworth-Heinemann 2021
  • Published: August 27, 2021
  • Imprint: Butterworth-Heinemann
  • eBook ISBN: 9780128243404
  • Paperback ISBN: 9780128243398

About the Author

Albert Lester

Albert Lester is a Chartered Civil, Mechanical and Structural Engineer with a lifetime of experience in project management for engineering design and construction projects. He has managed large projects for Tarmac, Sim Chem (Simon Engineering), Senior Engineering and Foster Wheeler Power Products and has accredited many project management courses for the Association for Project Management (APM), as well as setting and marking APM exams. He has taught and lectured widely on the topic at a number of universities including University College London (UCL), was a member of BSI and ISO panels developing new project management standards and acted as adjudicator and expert witness in many industrial and construction disputes.

Affiliations and Expertise

EUR. ING. Albert Lester, CEng, FICE, FIMechE, FIStructE, Hon FAPM, United Kingdom

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