- Cover
- Dedication
- Preface
- Acknowledgements
- Introduction
- Part I: Projects and Their Management
- Section A: Project Characteristics and Phases1
- Section B: Project Management Characteristics
- Section C: Execution Planning Influences
- Section D: The Project Management Role
- Section E: The Manager of Projects
- 1 Financial Situation
- 2 Scope of Work and Change Orders
- 3 Project Progress and Status
- 4 Health, Safety, and Environment
- 5 Quality Audits and Status
- 6 Risk Management
- 7 Client Relations
- 8 Formal Reviews
- 9 The Project Management Group
- 10 Evaluating a Project Manager
- 11 The Manager of Projects and the Client(s)
- Section F: The Owner and Client
- Section G: Achieving Success
- 1 The Project Management
- 2 Alignment of Objectives and Client‐Contractor Relations
- 3 Involvement of Users
- 4 Get and Build the Right Team with Clear Roles and Responsibilities
- 5 Clear and Complete Scope Definition
- 6 Thorough Planning of the Work
- 7 Planning Communications
- 8 The Efficiency of the Project Launch Phase
- 9 Change Control
- 10 Effective Decision Making
- 11 Tackle Things Today – Tomorrow They Will Be Bigger
- 12 Conclusions for Success
- Part II: Programme Management
- Part III: Feasibility and Contracting
- Section A: Feasibility Studies
- Section B: Contracting Strategy Considerations
- Section C: Issuing an Enquiry
- Section D: To Tender or Not to Tender
- Section E: Tendering and Proposal Phase
- 1 Tendering Preliminaries
- 2 Developing the Tender or Proposal – In‐house Work
- 3 Coordinating with Third Parties
- 4 Coordinating with the Client
- 5 Commercial
- 6 Reviewing the Tender or Proposal
- 7 Before Submitting the Tender or Proposal
- 8 After Completion of the Tender or Proposal
- 9 Proposal Team Presentation
- 10 Possible Client Questions for the Proposal Team
- Section F: Contracts
- Part IV: Project Execution
- Section A: Project Launch
- Section B: Establishing An Office
- Section C: Getting Organized
- Section D: Mobilization
- Section E: Client Relations
- Section F: Scope
- Section G: Estimates and Budget
- Section H: Accounting
- Section J: Planning and Scheduling
- Section K: Project Controls
- Section L: Variations/Changes/Claims
- Section M: Reporting
- Section N: Project Meetings
- Section O: Design
- Section P: Procurement
- Section Q: Installation and Construction
- Section R: Subcontracting
- Section S: Commissioning and Setting To Work
- Section T: Contract Completion ‐ Close Out
- Section U: Post Project Activities
- Part V: Specialist Topics
- Section A: Completed and Inspected Work
- Section B: Coordination Procedure
- Section C: Cultural Issues
- Section D: Documentation
- Section E: Estimating and Contingency
- Section F: Filing and Archiving
- Section G: Financial Appraisal7
- Section H: Incoterms®
- Section J: Joint Associations
- 1 Reasons for Joint Association
- 2 Documentation and Legal Requirements
- 3 Selecting a Partner
- 4 Joint Association Risks
- 5 Steps to Evaluate Joint Associations
- 6 Key Issues for a Joint Association
- 7 Steps in Tendering
- 8 Control of the Work
- 9 Financial Control
- 10 Essentials for Success
- 11 Why Joint Associations Fail
- Section K: Performance Appraisals
- Section L: Performance Measurement and Earned Value
- Section M: Risk and Risk List
- Section N: ‘S’ Curves
- Section O: Site Checks
- Section P: Surety Bonds
- Section Q: Selecting and Building the Team
- Section R: Team Roles
- Section S: Value Management/Engineering
- Part VI: Skills Check Lists
- Section A: Communications
- Section B: Leadership and Motivation
- 1 Consensus to Dictatorial Continuum by Tannenbaum and Schmidt
- 2 The Three S's of Group Communications
- 3 Situational Leadership by Kenneth Blanchard and Dr. Paul Hersey
- 4 Task, Team, Individual – Action Centred Leadership by John Adair
- 5 Leadership and Management Roles
- 6 Management by Walking/Wandering Around MBWA
- 7 Responsibility
- 8 Leadership – More Than a Management Model
- 9 Thoughts for the Day
- Section C: Managing and Conducting Meetings
- Section D: Negotiation
- Section E: Personal Skills
- 1 Planning an Interaction with Others
- 2 The Exchange
- 3 Asking Questions
- 4 Changing Style
- 5 Team Role Style
- 6 Finalizing the Interaction
- 7 Giving and Receiving Feedback
- 8 Dealing with Difficult People
- 9 Being Angry
- 10 Priorities
- 11 Time Management
- 12 Learning
- 13 Motivating Skills
- 14 Some Personal Advice
- 15 Questionnaires
- Section F: Politics in Projects
- Section G: Presentation Skills
- 1 Fundamentals for All Presentations
- 2 Format for a Presentation to Inform/Explain
- 3 Presentation to Influence/Convince
- 4 Presentation Expressing a Viewpoint/Opinion
- 5 Team Presentations
- 6 Your Audience
- 7 Presentation Skills Analysis
- 8 Organizing the Location
- 9 Visual and Other Aids
- 10 Dealing with Questions
- 11 Summarizing a Presentation
- Section H: Prioritising Techniques
- Section J: Problem‐solving Process
- Section K: Problem‐solving Techniques
- Section I: Report Writing
- Abbreviations
- Index
- End User License Agreement
Part IV
Project Execution
No campaign plan survives contact with the enemy.
Field Marshall Helmuth Graf von Moltke, 1800—1891
-
No Comment
..................Content has been hidden....................
You can't read the all page of ebook, please click here login for view all page.