Cover -- Contents -- Preface to the revised second edition -- Part 1: The programme and project environment -- 1 Introduction -- WHAT IS SPECIAL ABOUT PROGRAMMES AND PROJECTS? -- WHO IS THIS BOOK FOR? -- 2 Change: programmes and projects -- CHANGE AND THE PROGRAMME AND PROJECT MANAGER -- WHAT IS A PROJECT? -- PROJECTS AND SUB-PROJECTS -- WHAT IS A PROGRAMME? -- AN EXAMPLE PROGRAMME -- WHY PROGRAMME MANAGEMENT? -- WHAT IS PROGRAMME MANAGEMENT? -- WHAT IS PROJECT MANAGEMENT? -- WHY IS PROGRAMME MANAGEMENT DIFFERENT FROM PROJECT MANAGEMENT? -- WHAT IS DIFFERENT ABOUT PROGRAMME AND PROJECT MANAGEMENT? -- HOW ARE PROGRAMMES AND PROJECTS DERIVED? -- THE DYNAMIC LIFE CYCLE -- THE DYNAMIC ACTION CYCLE -- THE PROGRAMME AND PROJECT PROCESS PHASE GATES -- IS THE PHASE GATE A CONSTRAINT? -- IS THIS CONTROL NECESSARY? -- SUMMARY -- 3 Organizing for programme management -- ORGANIZING FOR OWNERSHIP -- ESTABLISHING THE PROGRAMME STEERING TEAM -- CONTINUOUS IMPROVEMENT AND PROBLEM SOLVING: ARE THEY PROJECTS? -- THE PROGRAMME REGISTER -- OPERATING A PROGRAMME REGISTER -- THE KEY RESPONSIBILITIES OF THE PROGRAMME STEERING TEAM -- MEETINGS OF THE PROGRAMME STEERING TEAM -- MANAGING THE PORTFOLIO: SELECTION OF PROGRAMMES AND PROJECTS -- THE INPUTS TO EFFECTIVE SELECTION -- THE SECONDARY SCREENING -- THE RESULT OF EFFECTIVE SELECTION -- SUMMARY -- 4 The key roles -- THE PROJECT STEERING TEAM ADMINISTRATOR -- THE SPONSOR -- THE PROGRAMME MANAGER -- THE PROJECT MANAGER -- THE FUNCTIONAL MANAGER -- THE STAKEHOLDERS -- FREQUENTLY USED TERMS -- THE PROGRAMME AND PROJECT MANAGER AS A LEADER -- THE DIMENSIONS OF LEADERSHIP IN THE PROGRAMME AND PROJECT ENVIRONMENT -- DIMENSION 1: MANAGING STAKEHOLDERS -- DIMENSION 2: MANAGING THE DYNAMIC LIFE CYCLE -- DIMENSION 3: MANAGING PERFORMANCE -- PROGRAMMES, PROJECTS AND TEAMWORK -- BUILDING YOUR TEAM -- CUSTOMER SATISFACTION.

SUMMARY -- Part 2: The programme and project processes and techniques -- 5 Starting up: ideas and opportunities for projects -- THE FUNDAMENTAL DATA NEEDS -- WHAT ARE THE CONSTRAINTS? -- WHAT DATA DOES THE PROGRAMME STEERING TEAM REQUIRE? -- PREPARING THE INITIAL BUSINESS CASE -- THROUGH GATE ZERO TO GATE ONE -- PRESENTING THE BUSINESS CASE TO THE PROGRAMME STEERING TEAM -- THE KICK-OFF MEETING -- PROJECT DOCUMENTATION -- THE PROJECT BRIEF AND SPECIFICATION -- SUMMARY -- 6 Defining the project -- WHAT IS NECESSARY TO DEFINE A PROJECT? -- THE STAKEHOLDER LIST -- THE PROJECT BRIEF -- THE SCOPE OF WORK STATEMENT -- RISK MANAGEMENT -- RISK ASSESSMENT -- QUANTIFYING IDENTIFIED RISKS -- RISK MONITORING -- GETTING YOUR PROJECT DEFINITION APPROVED -- SUMMARY -- 7 Planning your project -- WHAT IS NOT GOING TO BE DONE? -- WHO NEEDS TO BE INVOLVED? -- WHERE DOES PLANNING START? -- IDENTIFYING THE KEY STAGES -- THE PROJECT WORK BREAKDOWN STRUCTURE -- ALLOCATING RESPONSIBILITY -- WHAT IS AN ESTIMATE? -- AVOID SOME CLASSIC PITFALLS -- THE GOLDEN RULES -- EFFORT AND DURATION -- ESTIMATING THE DURATIONS -- CONTINGENCIES -- TIME-LIMITED SCHEDULNG AND ESTIMATES -- IDENTIFYING THE CRITICAL PATH OF YOUR PROJECT -- THE PROGRAMME EVALUATION AND REVIEW TECHNIQUE -- ANALYSING THE LOGIC DIAGRAM -- USING THE PERT ANALYSIS DATA -- ANALYSING YOUR RESOURCE REQUIREMENTS -- OPTIMIZING YOUR SCHEDULE -- REVIEWING YOUR PROJECT RISK LOG -- REVIEWING YOUR PROJECT BUDGET -- INTERMEDIATE PHASE GATES -- SEEKING APPROVAL TO LAUNCH YOUR PROJECT -- SUMMARY -- 8 Launching your project -- ESTABLISHING KEY STAGE WORK PLANS -- DERIVING A MILESTONE SCHEDULE -- CRITICAL SUCCESS FACTORS -- ENSURING EFFECTIVE COMMUNICATION -- PROJECT STATUS REPORTS -- DERIVING A MEETINGS SCHEDULE FOR YOUR PROJECT -- MANAGING PROJECT CHANGES -- HOLDING A LAUNCH MEETING -- SUMMARY -- 9 Executing the project work.

THE PROJECT CONTROL SYSTEM -- MONITORING PROGRESS -- MANAGING ISSUES -- REVIEWING PROJECT ISSUES -- TRACKING YOUR PROJECT -- TAKING CORRECTIVE ACTION -- PROBLEM SOLVING -- PROGRESS MEETINGS -- PROGRESS REPORTING -- ENCOURAGING GOOD TIME MANAGEMENT -- CONTROLLING THE PROJECT COSTS -- BALANCING THE PROJECT -- APPROACHING THE CLOSURE PHASE -- SUMMARY -- 10 Closing your project -- WHY HAVE A CLOSURE PHASE? -- ESTABLISHING COMPLETION CRITERIA -- THE ACCEPTANCE PROCESS -- THE CLOSE-OUT MEETING -- EVALUATING YOUR PROJECT -- CLOSING DOWN THE PROJECT -- POST-PROJECT EVALUATION -- POST-PROJECT APPRAISALS -- WHAT NEXT? -- SUMMARY -- 11 Using a computer -- WHAT CAN SOFTWARE DO? -- USING A SOFTWARE PROGRAM -- WHAT SOFTWARE DOES NOT DO -- SELECTING PROJECT SOFTWARE -- THE PROGRAMME MANAGEMENT OFFICE -- 12 Common project problems -- PROBLEM ANALYSIS -- HOW PROJECTS SUCCEED -- Postscript -- Appendix 1: Glossary of terms -- Appendix 2: Further reading -- Index.