Peter Morris

Reconstructing Project Management (eBook, ePUB)

• Format: ePub

Produktbeschreibung

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.

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Produktdetails

• Verlag: John Wiley & Sons
• Seitenzahl: 344
• Erscheinungstermin: 8. März 2013
• Englisch
• ISBN-13: 9781118536919
• Artikelnr.: 37756748

Autorenporträt

Peter Morris is Professor of Construction and Project Management at University College London (UCL). He is the author of The Management of Projects (Thomas Telford, 1994) and, with George Hough, of The Anatomy of Major Projects (John Wiley & Sons, 1987) and with Ashley Jamieson of Translating Corporate Strategy into Project Strategy (PMI, 2004). He is co-editor with Jeffrey Pinto of The Wiley Guide to Managing Projects (Wiley, 2005); and, with Jeffrey Pinto and Jonas Söderlund of The Oxford Handbook of Project Management (OUP, 2010). He is a past Chairman of the Association for Project Management (APM) and Deputy Chairman of the International Project Management Association (IPMA). He received the Project Management Institute's 2005 Research Achievement Award, IPMA's 2009 Research Award, and APM's 2008 Sir Monty Finniston Life Time Achievement Award.

Inhaltsangabe

Figures xiii Tables xv About the Author xvii Preface xix Introducti on 1
Structure and Thesis of the Book 2 Take-Aways 5 References and Endnotes 6
PART 1 CONSTRUCTING PROJECT MANAGEMENT 7 Chapter 1 Introducti on to Part 1
9 Historical Method 9 Bespeaking Relevant Knowledge 10 References and
Endnotes 11 Chapter 2 Project Management before it was Invented 12
Pre-History: Projects and Society 12 Early Attempts at Formal Project
Integration 19 World War II and the Manhattan Project 22 References and
Endnotes 24 Chapter 3 Systems Project Management 27 USAF Integration: The
Formal Recognition of Project Management 27 Schriever and the Atlas Program
30 Polaris 33 PERT and CPM 34 Construction 35 The Harvard Business Review
Introduces the Project Manager! 36 McNamara and the Bureaucracy of Systems
36 Apollo: Confi guration Management and Project Leadership 37 DoD
Bureaucratisation 41 Externalities 43 Energy and Commodities Projects 46
Nuclear Power 46 The Extractive Industries 48 References and Endnotes 49
Chapter 4 The Project Management Knowledge Base 52 The PMBOK(r) Guide 52
Theoretical Underpinnings 55 'The Management of Projects' 60 'The
Management of Projects' Paradigm versus 'Execution Delivery' 61 The APM,
IPMA, and Japanese BOKs 61 Quality Management 65 New Product Development:
Lessons from Toyota 65 Academic Engagement 67 References and Endnotes 70
Chapter 5 Developing Project Management 75 IMEC: 'Large Engineering
Projects' 75 Contracting and Procurement 76 Partnering and the new
Procurement Environment 78 Risks and Opportunities 81 Flyvbjerg et al.:
Transportation Projects and Optimism Bias 81 BOT/PFI 82 Value and Benefi ts
83 Health, Safety, and Environment 84 Defence Projects 86 Software Projects
and Standish 86 Technology and Requirements Management 88 Agile Project
Management 90 Information and Communications Technology (ICT) 91 Critical
Chain 92 Program Management 93 Developing Enterprise-Wide p.m. Capability:
The US Department of Energy (DoE)/NRC Study 94 References and Endnotes 95
Chapter 6 Enterprise-Wide Project Management (EWPM) 99 Strategy and
Governance 99 PMOs 100 Best Practice Guidelines and Maturity 100 Critical
Management 102 Learning and Development 104 Project Management as a Career
Track 105 References and Endnotes 105 Chapter 7 The Development of Project
Management: Summary 108 PART 2 DECONSTRUCTING PROJECT MANAGEMENT 113
Chapter 8 Introducti on to Part 2 115 The Domain 115 Deconstructing
Deconstruction 116 Approaching the Management of Projects 117 Developing
Projects 120 References and Endnotes 121 Chapter 9 Control 123 Scope
Management 123 Scheduling 128 Estimating 135 Budgeting 138 Cost Management
139 Performance Management (Earned Value) 140 References and Endnotes 142
Chapter 10 Organisati on 145 Roles and Responsibilities 145 Structure 149
Structural Forms 152 Contingency Theory and Organisation Design 156 Project
Management Contingency: Getting the Fit 157 References and Endnotes 157
Chapter 11 Governance and Strategy 160 Governance 160 Strategy 161
References and Endnotes 165 Chapter 12 Managing the Emerging Project
Definition 167 Requirements Management 168 Solutions Development 170
References and Endnotes 174 Chapter 13 Procurement and the Project's
Commercial Management 176 Acquisition and Contracting Strategy 177
Partnering and Alliancing 179 Procurement 181 Contract Administration 182
References and Endnotes 184 Chapter 14 Adding Value, Controlling Risk,
Delivering Quality, Safely and Securely 186 Building Value, Achieving
Benefi ts 186 Risk and Opportunity Management 190 Quality Management 192
Health, Safety, Security, and Environment (HSSE) 194 References and
Endnotes 195 Chapter 15 People 198 Leadership 199 Teams 201 Stakeholder
Management 203 Culture 203 Individuals' Skills and Behaviours 205
References and Endnotes 210 Chapter 16 Level 3: The Insti tuti onal Context
214 PMOs 215 Functions of the PMO 215 Clearing the Decks for Reconstruction
224 References and Endnotes 226 PART 3 RECONSTRUCTING PROJECT MANAGEMENT
229 Chapter 17 Introducti on to Part 3 231 A Discipline 231 A Knowledge
Domain 232 Foundations for the Future 233 References and Endnotes 233
Chapter 18 The Character of our PM Knowledge 234 Terminology 234 Ontology
236 Epistemology and Theories of Project Management 237 Methodology 240 The
Character of the Field's Substantive Knowledge 244 References and Endnotes
249 Chapter 19 Managing Context 252 Independent (or Semi-Independent)
Variables 253 Dependent Variables 254 References and Endnotes 256 Chapter
20 Ethos: Building Sponsor Value 257 Questions of Purpose 257 Effectiveness
258 Enhancing Sponsor Value 258 The Japanese Approach: Pursuing Innovation
and Value 266 References and Endnotes 267 Chapter 21 'only connect' - the
Age of Relevance 269 Connecting p.m. to Organisational Performance 269 The
New Dystopia? 270 The Role of MoP/P3M 273 References and Endnotes 276 PART
4 SUMMA 279 Chapter 22 Summary and Conclusions 281 The Sweep of Project
Management 281 Conclusions for the Discipline 283 Appendices 287 Appendix
1: Criti cal Success Factor Studies 289 Appendix 2: 'Characteristi cs of
Successful Megaprojects or Systems Acquisitions' 306 Index 309