The Practitioner Handbook of Project Controls (eBook, PDF)

Redaktion: Forth, Shane; Lock, Dennis

• Format: PDF

Produktbeschreibung

Although projects always carry risk, too many projects run late or exceed their original budgets by eye-watering amounts. This book is a comprehensive guide to the procedures needed to ensure that projects will be delivered on time, to specification and within budget.

Eight expert contributors have combined their considerable talents to explain all aspects of project control from project conception to completion in an informative text, liberally supported where necessary by clear illustrations.

This handbook will benefit all project practitioners, including project managers and those working in project management offices. It will also provide an invaluable guide for students studying for higher degrees in project management and its associated disciplines.

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Produktdetails

• Verlag: Taylor & Francis eBooks
• Seitenzahl: 458
• Erscheinungstermin: 12. Oktober 2020
• Englisch
• ISBN-13: 9781000194142
• Artikelnr.: 60047040

Autorenporträt

Dennis Lock began his career as an electronics engineer in a research laboratory, but has since served many years in project and administration management in the heavy machine tool and non-ferrous mining industries. Dennis has also carried out successful consultancy assignments in Europe and the United States, and was for eight years an external lecturer in project management to master's degree students at two British universities. He is a fellow of the Association for Project Management and a member of the Chartered Management Institute. As a best-selling author, he has written or edited well over 50 books, many published in multiple languages. Shane Forth is a Fellow of the Association for Project Management and the Association of Cost Engineers with over 40 years' experience in the oil, gas, nuclear power and other industries. As 'GO FORTH' he provides consultancy services to help organizations develop the skills of their project management people. Shane sits on working groups and lectures at universities and events. For his MSc he won the Stephen Wearne Award for best overall performance. He also won APM's Geoffrey Trimble Award for best master's post-graduate dissertation. Shane has been honoured twice by the Engineering Construction Industry Training Board (including a national award for individual leadership and significant contribution to training and development).

Inhaltsangabe

PART I: GETTING STARTED
1 Project fundamentals
2 Introducing project controls
3 Project authorization
4 Control principles
5 Essential coding structures
PART II: PROJECT ORGANIZATION
6 Organization structures
7 More complex organizations
8 The project management office
PART III: COST CONTROL
9 Introduction to cost accounting
10 Introduction to cost estimating
11 Cost estimating for construction
12 Cost estimating accuracy
13 Project cost accounting and control 1
14 Project cost accounting and control 2
PART IV: SCHEDULING
15 Basic planning methods
16 Critical path planning
17 Accelerating the project
18 Scheduling project resources 1
19 Scheduling project resources 2
20 Project schedule technical integrity
21 Controlling project manufacturing
22 More specialized scheduling
PART V: RISK MANAGEMENT
23 Introduction to risk management
24 Qualitative risk management
25 Quantitative risk management
26 Useful risk management tools
PART VI: PURCHASING AND CONTRACTS
27 Controlling purchasing
28 Project contracts
PART VII: MONITORING AND MEASURING FOR CONTROL
29 The integrated project baseline
30 Reviewing the integrated project baseline
31 Managing progress
32 Controlling changes
33 Performance measurement and analysis
34 Forecasts and corrective actions
PART VIII: INFORMATION AND COMMUNICATIONS
35 Communications and documentation
36 Controlling archives
37 Meetings
38 Giving controls high visibility
PART IX: ASSURANCE AND GOVERNANCE
39 Project reviews and audits
40 Governance of controls
PART X: PEOPLE
41 Managing project people
42 Performance improvement methods
43 Managing yourself and your career
PART XI: CASE EXAMPLES
Case A: The Herbert-Ingersoll tragedy
Case B: The Channel Tunnel project
Case C: Losing and regaining control