Synopses & Reviews
Timely and accessible content on the traditional project management activities of control, risk, time and cost, and quality and value
The Wiley Guides to the Management of Projects address critical, need-to-know information that will help professionals successfully manage projects in most businesses and help students learn the best practices of the industry. They contain not only well-known and widely used basic project management practices but also the newest and most cutting-edge concepts in the broader theory and practice of managing projects.
This second book in the series explains the "traditional" project management activities of control, risk, time, cost, and quality. The expert contributors show that project control represents more than the simple evaluation of project performance. They detail the principles of project time and cost control and offer a detailed review of critical chain project management. In addition, they provide a framework for project performance measurement, show how to make risk management more effective, and tell how to improve quality management.
Touching on all of the fundamental levers of project control, this book will prove to be a comprehensive "owner's manual" for project and team managers, project team members, engineers, business consultants, and all those involved in any aspect of project management.
Complete your understanding of project management with these other books in The Wiley Guides to the Management of Projects series:
The Wiley Guide to Project Organization & Project Management Competencies
The Wiley Guide to Project Technology, Supply Chain & Procurement Management
The Wiley Guide to Project, Program & Portfolio Management
Synopsis
Much of project management writing addresses only the basics of time, cost, and scope management (or people and organizational issues) and fails to address the day-to-day nuances that become so important in practice. The reality is that there is far more than this to managing projects successfully. The Wiley Guides to Project Management contain not only well-known and wisely used basic project management practices but also new, cutting-edge concepts in the broader theory and practice of managing projects. The series will consist of edited guides, each devoted to a sub-topic area under the umbrella of Project Management. The first four volumes will cover: Project, Program, and Portfolio Management; Project Control; Organization and Project Management Competencies; and Project Technology Management, Supply Chain, and Procurement . Other books will be added as needed. Each volume will be edited by Peter W. G. Morris, & amp; Jeffrey K. Pinto and will contain 300 to 400 pages, with 12 to 15 contributions drawn from both academia and industry. The books will address critical, need-to-know information that will help professionals successfully manage projects in most businesses and help students learn the best practices of the industry.
This second book in the series, Project Control, focuses on the traditional project management activities of control, risk, time and cost, quality and value.
About the Author
Peter W. G. Morris is Professor of Civil Engineering, Department of Civil & Structural Engineering, UMIST, Manchester, United Kingdom. Professor Morris is also Vice President of the Association for Project Management and Vice Chairman of the International Project Management Association.
Jeffrey K. Pinto is a Professor at the School of Business, Pennsylvania State University, Erie, Pennsylvania.
Table of Contents
Preface.
Introduction.
1: Project Control (Peter Harpum).
2: Time and Cost (Asbjørn Rolstadås).
3: Critical Chain Project Management (Lawrence P. Leach).
4: Project Performance Measurement (Daniel M. Brandon).
5: Qualitative and Quantitative Risk Management (Stephen J. Simister).
6: Making Risk Management More Effective (Stephen Ward and Chris Chapman).
7: Improving Quality in Projects and Programs (Martina Huemann).
8: The Project Management Support Office (Martin Powell and James Young).
Index.