Project Management, Planning and Control: Managing Engineering, Construction and Manufacturing Projects to PMI, APM and BSI Standards, Seventh Edition

  • 8h 30m
  • Albert Lester
  • Elsevier Science and Technology Books, Inc.
  • 2017

Project Management, Planning and Control, Managing Engineering, Construction and Manufacturing Projects to PMI, APM and BSI Standards, Seventh Editions an established and widely recommended project management handbook.

Building on its clear and detailed coverage of planning, scheduling and control, this seventh edition includes new advice on information management, including big data, communication, dispute resolution, project governance, and BIM.

Ideal for those studying for Project Management Professional (PMP) qualifications, the book is aligned with the latest Project Management Body of Knowledge (PMBOK) for both the Project Management Institute (PMI) and the Association of Project Management (APM), and includes questions and answers to help users test their understanding.

  • Includes new sections on data collection and use, including big data
  • Contains major updates to sections on governance, adjudication, BIM, and agile project management
  • Focused on the needs and challenges of project managers in engineering, manufacturing and construction, and closely aligned to the content of the APM and PMI ‘bodies of knowledge’
  • Provides project management questions and answers compiled by a former APM exam assessor

About the Authors

Albert Lester is a Chartered Engineer with a lifetime’s experience of project management in engineering design and construction. He has taught and lectured widely on the topic and is a regular member of panels developing new project management standards and syllabuses.

In this Book

  • Foreword to the First Edition
  • Chapter 1: Project Definition
  • Chapter 2: Project Management
  • Chapter 3: Programme and Portfolio Management
  • Chapter 4: Project Context (Project Environment)
  • Chapter 5: Business Case
  • Chapter 6: Investment Appraisal
  • Chapter 7: Stakeholder Management
  • Chapter 8: Project-Success Criteria
  • Chapter 9: Organization Structures
  • Chapter 10: Organization Roles
  • Chapter 11: Project Life Cycles
  • Chapter 12: Work Breakdown Structures
  • Chapter 13: Estimating
  • Chapter 14: Project Management Plan
  • Chapter 15: Risk Management
  • Chapter 16: Quality Management
  • Chapter 17: Change Management
  • Chapter 18: Configuration Management
  • Chapter 19: Basic Network Principles
  • Chapter 20: Planning Blocks and Subdivision of Blocks
  • Chapter 21: Arithmetical Analysis and Floats
  • Chapter 22: The Case for Manual Analysis
  • Chapter 23: Lester Diagram
  • Chapter 24: Graphical and Computer Analysis
  • Chapter 25: Milestones and Line of Balance
  • Chapter 26: Simple Examples
  • Chapter 27: Progress Reporting
  • Chapter 28: Project Management and Network Planning
  • Chapter 29: Network Applications outside the Construction Industry
  • Chapter 30: Resource Loading
  • Chapter 31: Cash-Flow Forecasting
  • Chapter 32: Cost Control and EVA
  • Chapter 33: Control Graphs and Reports
  • Chapter 34: Procurement
  • Chapter 35: Value Management
  • Chapter 36: Health, Safety and Environment
  • Chapter 37: Information Management
  • Chapter 38: Communication
  • Chapter 39: Team Building and Motivation
  • Chapter 40: Leadership
  • Chapter 41: Negotiation
  • Chapter 42: Conflict Management and Dispute Resolution
  • Chapter 43: Governance
  • Chapter 44: Project Close-Out and Handover
  • Chapter 45: Project Close-Out Report and Review
  • Chapter 46: Stages and Sequence
  • Chapter 47: Worked Example 1—Bungalow
  • Chapter 48: Worked Example 2—Pumping Installation
  • Chapter 49: Worked Example 3—Motor Car
  • Chapter 50: Worked Example 4—Battle Tank
  • Chapter 51: Primavera P6
  • Chapter 52: Building Information Modelling (BIM)
  • Appendix 5: Bibliography
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