Reconstructing Project Management.
Title:
Reconstructing Project Management.
Author:
Morris, Peter W. G.
ISBN:
9781118536919
Personal Author:
Edition:
1st ed.
Physical Description:
1 online resource (352 pages)
Contents:
Cover -- Title page -- Copyright page -- Contents -- Figures -- Tables -- About the Author -- Preface -- Introduction -- Structure and Thesis of the Book -- Take-Aways -- References and Endnotes -- Part 1: Constructing Project Management -- 1: Introduction to Part 1 -- Historical Method -- Bespeaking Relevant Knowledge -- References and Endnotes -- 2: Project Management before it was Invented -- Pre-History: Projects and Society -- Managing engineering projects: the master mason -- Military projects -- The rise of the professional engineer: integration is threatened -- Health and safety -- Supra projects -- Early Attempts at Formal Project Integration -- Project coordination -- World War II and the Manhattan Project -- References and Endnotes -- 3: Systems Project Management -- USAF Integration: The Formal Recognition of Project Management -- Schriever and the Atlas Program -- Concurrency and configuration management -- 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 -- The US Super-Sonic Transport and Concorde -- Second-generation systems project management -- Energy and Commodities Projects -- Nuclear Power -- The Extractive Industries -- References and Endnotes -- 4: The Project Management Knowledge Base -- The PMBOK® Guide -- Theoretical Underpinnings -- Operations research -- Integration -- Critical success factor studies -- 'The Management of Projects' -- 'The Management of Projects' Paradigm versus 'Execution Delivery' -- The APM, IPMA, and Japanese BOKs -- 'Management by projects' -- Quality Management -- New Product Development: Lessons from Toyota -- Wheelwright and Clark -- Concurrent engineering -- Academic Engagement.
References and Endnotes -- 5: Developing Project Management -- IMEC: 'Large Engineering Projects' -- Contracting and Procurement -- The 'total procurement package' concept -- Partnering and the new Procurement Environment -- The Andrew oil field -- 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 -- The New Accommodation Programme (NAP) -- Developing Enterprise-Wide p.m. Capability: The US Department of Energy (DoE)/NRC Study -- References and Endnotes -- 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 -- 7: The Development of Project Management: Summary -- Part 2: Deconstructing Project Management -- 8: Introduction to Part 2 -- The Domain -- Deconstructing Deconstruction -- Approaching the Management of Projects -- Levels 1-3 in the Management of Projects -- Terry Cooke-Davies' three levels of success -- Developing Projects -- References and Endnotes -- 9: Control -- Scope Management -- The PBS and the WBS -- Developing scope -- Baselining scope -- Scope change management -- Configuration management -- Scheduling -- Activity planning -- Phasing and fast-tracking -- Bottom-up scheduling -- Buy-in -- Resource scheduling -- Critical Chain -- Last planner -- Estimating -- Software estimating -- Estimating and assessing performance -- Uncertainty, contingencies and low-balling -- Budgeting -- Cost Management -- Cash flow.
Performance Management (Earned Value) -- References and Endnotes -- 10: Organisation -- Roles and Responsibilities -- Sponsor-project manager roles -- Other p.m. roles -- Structure -- The project life-cycle -- Overlapping and sub-dividing stages -- Program management life-cycles -- Structural Forms -- Functional, project and matrix forms -- Virtual organisations -- Networks -- Contingency Theory and Organisation Design -- Project Management Contingency: Getting the Fit -- References and Endnotes -- 11: Governance and Strategy -- Governance -- Strategy -- The Front-End -- References and Endnotes -- 12: Managing the Emerging Project Definition -- Requirements Management -- Solutions Development -- Innovation -- References and Endnotes -- 13: Procurement and the Project's Commercial Management -- Acquisition and Contracting Strategy -- Work packaging -- Pricing options -- Partnering and Alliancing -- Procurement -- Tendering/bidding -- Contract Administration -- Claims -- Concluding the Contract -- References and Endnotes -- 14: Adding Value, Controlling Risk, Delivering Quality, Safely and Securely -- Building Value, Achieving Benefits -- Value Management -- Benefits Management -- Risk and Opportunity Management -- Quality Management -- Health, Safety, Security, and Environment (HSSE) -- References and Endnotes -- 15: People -- Leadership -- Teams -- Stakeholder Management -- Culture -- Individuals' Skills and Behaviours -- Communications -- Trust -- Emotional Intelligence (EI) -- Influencing (power) and negotiating -- Conflict Management -- Problem-solving/decision-making -- Delegation and empowerment -- Motivating -- References and Endnotes -- 16: Level 3: The Institutional Context -- PMOs -- Functions of the PMO -- Project management 'standards' for the enterprise -- Defining project management competencies for the organisation.
Assessing competence and organisational maturity -- Articulating and 'holding' central project management knowledge -- Reporting on the project and program portfolio -- Assessing the enterprise's long-term project management staffing needs -- Gathering 'lessons learned' -- 'Owning' project management training/learning and development -- Arranging project reviews -- Shaping the external environment -- Clearing the Decks for Reconstruction -- References and Endnotes -- Part 3: Reconstructing Project Management -- 17: Introduction to Part 3 -- A Discipline -- A Knowledge Domain -- Foundations for the Future -- References and Endnotes -- 18: The Character of our PM Knowledge -- Terminology -- Ontology -- Epistemology and Theories of Project Management -- Methodology -- Teleology -- Typology -- The Character of the Field's Substantive Knowledge -- Strategy -- Technology -- Commercial -- Organisation theory -- Control -- Summary: Interdisciplinarity and empowerment -- References and Endnotes -- 19: Managing Context -- Independent (or Semi-Independent) Variables -- Dependent Variables -- Program management -- Organisation design tools -- References and Endnotes -- 20: Ethos: Building Sponsor Value -- Questions of Purpose -- Effectiveness -- Enhancing Sponsor Value -- Governance and strategy -- Stakeholders -- Requirements and innovation -- Commercial platform -- Project and program leadership -- Valuing time -- Control -- Benefits management and opex -- The Japanese Approach: Pursuing Innovation and Value -- References and Endnotes -- 21: 'only connect' - the Age of Relevance -- Connecting p.m. to Organisational Performance -- The New Dystopia? -- The Role of MoP/P3M -- Portfolio management -- Program management -- Project management -- References and Endnotes -- Part 4: Summa -- 22: Summary and Conclusions -- The Sweep of Project Management.
Conclusions for the Discipline -- Appendices -- Appendix 1: Critical Success Factor Studies -- References -- Appendix 2: 'Characteristics of Successful Megaprojects or Systems Acquisitions' -- Index.
Abstract:
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.
Local Note:
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2017. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
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Electronic Access:
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