Project Management, Planning and Control

Managing Engineering, Construction and Manufacturing Projects to PMI, APM and BSI Standards
9. Auflage 2027
ISBN: 978-0-443-44566-8
Verlag: Elsevier Science & Technology

Buch, Englisch, Format (B × H): 152 mm x 229 mm

Project Management, Planning and Control: Managing Engineering, Construction and Manufacturing Projects to PMI, APM and BSI Standards, Ninth Edition is a comprehensive guide designed to equip the reader with essential principles and techniques for managing engineering and technical projects from start to finish. This ninth edition is a widely recommended handbook, now enhanced with fresh insights to meet the evolving needs of project management professionals. Featuring brand new case studies, this edition includes significant updates on governance, adjudication, Building Information Modeling (BIM), agile project management, culture and diversity, international projects, sustainability, artificial intelligence and digital tools. Chapters are restructured with clearly titled sections organized by theme, improving clarity and usability. Ideal for those pursuing Project Management Professional (PMP) qualifications, this edition aligns with the latest Project Management Body of Knowledge (PMBOK) from both the Project Management Institute (PMI) and the Association of Project Management (APM). It also includes questions and answers to help readers test their understanding. This book is an indispensable resource for both students and seasoned professionals seeking to master project management.

Autoren/Hrsg.

Shannon, David

Lester, Albert

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Projektmanagement

Inhaltsverzeichnis

Part 1: Project Essentials
1. Project Definition
2. Project Management
3. Programme & Portfolio Management
4. Project Context
5. Stakeholder Management
6. Project Success Criteria
7. Business Case
8. Investment Appraisal

Part 2: Project Organisation
9. Organisation Structures
10. Organisation Roles
11. Work Breakdown Structures
12. Project Life Cycles
13. Project Management Plan
14. Estimating & Budget
15. Risk Management
16. Quality Management
17. Configuration and Change Management

Part 3: Network Planning
18. Basic Network Principles
19. Arithmetical Analysis & Floats
20. Lester Diagram
21. The Case for Manual Planning
22. Graphical & Computer Analysis
23. Primavera P6 EPPM [New]
24. Milestones & Lines of Balance
25. Planning Blocks & Subdivision of Blocks
26. Other Network Applications for Project Management
27. Network Applications outside the Construction Industry
28. Simple Examples
29. Agile Project Management

Part 4: Time and Cost Control
30. Progress Reporting
31. Resource Loading
32. Cost Control and EVA
33. Cost Control Graphs and Reports
34. Cash Flow Forecasting

Part 5: Worked Examples
35. Bungalow
36. Pumping Installation
37. Motor Car
38. Battle Tank
39. Stages and Sequences

Part 6: Project Operations
40. Sustainability [New]
41. Procurement
42. Value Management
43. Information Management
44. Communication
45. Digital and Remote Project Management Tools [New]
46. Artificial Intelligence (AI) & Data [New]
47. Virtual Design & Construction (VDC)
48. Building Information Modelling (BIM)
49. Project Close-Out, Handover
50. Project Close-Out Report, Review, Lessons Learned

Part 7: People Management
51. Governance & Ethics [New]
52. Project Assurance
53. Leadership
54. Team Building and Motivation
55. Collaboration and Negotiation
56. Culture and Diversity [New]
57. Health, Safety & Environment
58. Conflict Management and Dispute Resolution

Part 8: Case Studies
Appendix 1. Cement Plant, Rugby Portland Cement Company
Appendix 2. Teesside Oil Terminal, Phillips Petroleum Company
Appendix 3. Boiler Plant, British Sugar Corporation [New]
Appendix 4. International Project 1 [New]
Appendix 5. International Project 2 [New]

Part 9: Examination Questions
Appendix 6. Study Questions
Appendix 7. Bullet Point Answers
Appendix 8. APM PMQ Questions [New]
Appendix 9. APM PMQ Answers [New]

Part 10: General
Appendix 10. Syllabus Summary
Appendix 11. Abbreviations & Acronyms
Appendix 12. Glossary
Appendix 13. Bibliography

Über Autor(innen)

Shannon, David
David Shannon designed and delivered major change programmes and projects in the private, public and charity sectors, in the UK and internationally. He has trained management in the oil and gas industry in 12 different countries.

He was an institutional development specialist with the World Bank, before which he worked on projects in the City of London, the Middle and Far East. Prior to 1974 he worked on civil, transport and urban renewal projects as an engineer.

His professional contribution to the project management discipline has been recognised with Honorary Fellowship of the Association for Project Management. He has lectured and been published widely. He was voted one of the ten top project management personalities in the UK.

David holds an M.A. (Oxon) a Diploma in Accountancy and Finance and current and past membership of several professional institutions.

Lester, Albert
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.