Project management Books

Book SynopsisProject Management covers all the basic principles applied to a range of industrial and technological projects, and examines in detail some of the specific issues. It is designed to equip the reader with the necessary knowledge and techniques to successfully manage projects, at every stage of the process, from initiation to post project review. This book is an essential guide to the life cycles of projects and the role of the project manager.Trade Review1. Project Initiation 2. Risk, Estimates and Contracts 3. Planning 4. Building and Leading the Team 5. Managing and Controlling Progress and Cost 6. Managing Quality and Change 7. Closing the Project Appendices Answers Glossary References and Further Reading Index AcknowledgementsTable of Contents1. Project Initiation. 2. Risk, Estimates and Contracts. 3. Planning. 4. Building and Leading the Team. 5. Managing and Controlling Progress and Cost. 6. Managing Quality and Change. 7. Closing the Project. Appendices. Answers. Glossary. References and Further Reading. Index. Acknowledgements.

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Book SynopsisThis book provides a step-by-step guidance on how to implement analytical methods in project risk management. The text focuses on engineering design and construction projects and as such is suitable for graduate students in engineering, construction, or project management, as well as practitioners aiming to develop, improve, and/or simplify corporate project management processes.The book places emphasis on building data-driven models for additive-incremental risks, where data can be collected on project sites, assembled from queries of corporate databases, and/or generated using procedures for eliciting experts’ judgments. While the presented models are mathematically inspired, they are nothing beyond what an engineering graduate is expected to know: some algebra, a little calculus, a little statistics, and, especially, undergraduate-level understanding of the probability theory.The book is organized in three parts and fourteen chapters. In Part I the authors provide the general introduction to risk and uncertainty analysis applied to engineering construction projects. The basic formulations and the methods for risk assessment used during project planning phase are discussed in Part II, while in Part III the authors present the methods for monitoring and (re)assessment of risks during project execution.Table of ContentsChapter 1: Introduction to Risk and Uncertainty. This chapter provides: a) general discussion on the types of uncertainties in projects including the examples; we cover theoretical, frequentist, belief-based epistemic, as well as agnostic viewpoints on the uncertainty; we show these viewpoints in context of typical project uncertainties and contrast them against representations of uncertainty in other engineering disciplines; b) summary on the role of knowledge and assumptions in characterizing the uncertainty; we link the discussion on uncertainty to knowledge about the underlying phenomena, the embedded assumptions, and their validity over the course of the project; c) overview on the approaches that relate the risk to the underlying uncertainty; we discuss approaches to the risk-uncertainty relationship in different disciplines, and finally d) discussion on the organizational attitude and viewpoints toward the risk and uncertainty; we cover topics such as value of uncertainty (is it always bad?), organizational responsibility towards risk (who should be taking risk, when, and how much?), and the contrast between the decision-theoretic vs. managerial viewpoint on the uncertainty showing the differences that govern the choice of analysis and the methods. Chapter 2. Project Risk Management Framework. This chapter provides: a) overview of the project systems, their complexity, life-cycle and risk-based decision-making; we define project as a complex system, and its life-cycle in the context of phase-gate process where decisions are evaluated under different objectives and criteria; we emphasize the points where the uncertainty is introduced and when it is reflected in project outcomes; we particularly stress the design and construction/installation i.e. execution phases of a project as this is the key focus of this text; b) outline of the high-level guidelines in conducting risk assessment and management (such as ISO and PMI approach), the use of “risk language” and common terms in communicating risk (such as SRA glossary of terms), and more detailed description of each step; we particularly emphasize risk identification and assessment as they are the key focus of this text; c) formal definition of risk in projects distinguishing between variability of operations, event driven risk factors, and the combination of the two; also, we discuss risks in context of low probability – high impact and low impact – high probability; we emphasize the role of assumptions and knowledge in formally developing risk statement; and finally d) classifications methods for project risks as they relate to project objectives, their inception and resolution period, relationship to project structure i.e. internal-external, technical-no technical, and other key project parameters. The chapter includes homework examples. Chapter 3: Project Data. This chapter provides a comprehensive summary on the type and sources of project data, and the methods for data acquisition. The key underpinning of this text is that risk analysis should be driven by data in a mathematically rigorous way; so where can one find such data? This chapter covers project data as they relate to planning and execution phase of the project; more specifically, we discuss data in terms of: a) project phase and system of interest; we contrast available data during planning and estimation vs. data during monitoring and control phase of the project, as well as whether data relates to internal project system (logistics, operations, etc.) or environmental systems (weather, market trends, etc), we define data collection objectives for each of the phase and the system type; b) observed vs. judgement/simulated data, or in other words, whether data is generated by the system and recorded by the participants, or assessed by individuals using their experience, judgements, models, or just gut feeling; we provide a summary of typical sources of observed data such as accounting systems, and other corporate databases on project productivity, cost, schedule, etc., as well as less structured data in terms of archived project documents such as weekly progress reports, audio-visual recordings, project team members communication records, and other types of traceable observations; we also provide an overview of the methods used for eliciting experts’ opinion and judgement data: we cover both explicit methods such as workshops, surveys, and Delphi process, including how to aggregate group opinion, and implicit methods such as prediction markets and other simulation games. The chapter includes workout examples and homework problems. Chapter 4: Probability Theory Background. This chapter is designed to provide enough background so that more advanced theoretical concepts could be introduced. The reader is assumed to have a basic understanding of calculus. However, note that the objective here is not to provide a formal and mathematically rigor description of the concepts as expected for the students in mathematics and statistics departments, rather it is to provide the introduction using enough rigor that would not alienate the target readers and remain focus on the application. We provide basic introduction to: a) probability types, covering classic, frequentist, belief-based approaches, b) formal definition of independence, conditional probability and Bayes theorem including causal belief networks, c) types and distributions of random variables, d) central moments and its meaning given different types of data – ratio, interval, ranked, categorical; e) central moments of functions of random variables, f) covariance and correlations, g) autocorrelation and time-series, and h) random samples and Monte Carlo methods. The chapter includes workout examples and homework problems. Chapter 5: Project Planning and Estimating. This chapter is structured in three parts. In the first part we cover the key objectives of risk analysis in context of project planning and estimating (e.g. contingency planning, mitigation plans, and monitoring and control strategies) independent of the stakeholders’ perspective and the type of contracting and delivery methods. We identify typically available documents and data as the point of departure, as well as the required outputs for further analysis. In the second part we focus on risk identification and assessment methods distinguishing between three general representations: a) hazard, vulnerability, and consequence; b) probability and consequence, and c) aggregate variability. We further classify those into low-probability high-impact event-driven and high-probability low-impact variability representations. We cover a wide spectrum of identification and assessment models including chain-of-events models such as FMEA, FTA, ET, HAZID, and CCF, and more system-focus models such as AFD/TRIZ, STPA. Further, we discuss the differences between the model outputs and the output requirements for further analysis highlighting the deficiency of some of the most commonly used outputs such as risk matrix and risk registrar. In the third section we focus on the analysis. We provide detailed description of: a) cost analysis which includes linear cost models based on the method of moments, the effect of correlations, mixed variability and event-driven models, network representation, and Monte Carlo implementations; b) schedule analysis which includes Pert approximation, extensions of Pert model to include the effect of correlation, mixed variability and event-driven risks, multiple critical paths, common resources, as well as Monte Carlo implementation, and finally c) joint cost-schedule analysis which includes correlation methods and resource-loaded schedule-cost networks, The chapter includes workout examples and homework problems. Chapter 6: Project Monitoring and Control. This chapter is structured in two parts. In the first part we discuss the objectives of the risk analysis as it relates to project execution and the process of monitoring and controlling projects (assess the status, detect deviations, and respond). We provide detailed discussion on the available documents and data, including typical indicators as well as their leading vs. lagging nature and the capacity to provide early warning signs. We extensively focus on Earned Value methods and their interpretations in context of cost and time to complete. In the second part we present: a) variability focused methods such as SPC, b) Bayesian learning and update methods, and c) expert judgment methods including prediction markets. Finally, we discuss early warning signs in context on non-probabilistic methods such as knowledge dynamics (assumption validation) and critical slowing down of dynamic systems. The chapter includes workout examples and homework problems. Chapter 7: Case Studies and Implementation Framework. In this chapter we provide a series of case studies that cover typical situations in which project engineers and managers are faced when dealing with project risk identification and assessment. We distinguish between and cover two types of case studies: the case studies designed to be given as assignments to the students, and the case studies in addition cover implementation framework that is making references to the materials covered in the previous chapters. Listed next are few example situations upon which case studies are developed: a) project manager was given a task to evaluate the requirement for cost/time contingency for a common project for which corporate productivity data is available. How does he/she go about this task? b) project manager needs to work on identifying and assessing technical risks for a complex engineering project, how does he/she go about this given that data is not available for the considered technology? and c) project engineer is asked to provide update to VP on the status of risk for a major project, how does he/she go about this?

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Book SynopsisThis is a different kind of book on project management. Using a narrative tone, humor and personal anecdotes, the author highlights the significant gaps in current project management theory as well as disparities within project management practice. This book then provides managers with new models for project management and value creation using chaos and complexity theories, systems thinking and quantum mechanics to explore a more holistic view of project management. Drawing on these bodies of knowledge, the author proposes the existence of an ecosystem that surrounds projects, explains how the project and its ecosystem are distinct, but co-dependent entities, and shows why both need to be managed using very different competencies.Table of ContentsChapter 1: The Project Management Elephant.- Chapter 2: The Project Management Eco-system.- Chapter 3: The Project.- Chapter 4: The Experience.- Chapter 5: Closing Thoughts.

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Book SynopsisLarge projects are defining moments for companies and countries. When large projects succeed, they can dramatically improve the social and economic conditions in a region. This book focuses on major aspects of the world’s largest infrastructural, industrial and public service projects through the lens of structuring, valuing, managing risk and financing projects. The book analyses and discuss large projects in government, private and public and private partnership. The author sheds light into the attributes of project finance which have unique structural elements. The book focuses on case studies related to 50 mega projects which includes infrastructural projects, energy related projects, industrial projects, roads, ports and bridges among others. This book covers both the theoretical aspects of financing of mega projects and the practical applications by including case studies of the world’s largest projects in terms of value.Table of ContentsChapter 1. Trends in Infrastructure Industry.- Chapter 2. Infrastructure Financing Instruments.- Chapter 3. Risks inherent in Project Finance and its mitigation.- Chapter 4. Structuring and Implementation of the Project.- Chapter 5. The Chuo Shinkansen Project, Japan.- Chapter 6. Developing the World’s Largest Passenger Aircraft- Airbus A3XX.- Chapter 7. South North Water Transfer Project China.- Chapter 8. Dubailand Project.- Chapter 9. International Space Station.- Chapter 10. Al Maktoum International Airport.- Chapter 11. California High Speed Rail Project.- Chapter 12. London Cross Rail Project.- Chapter 13. Beijing Daxing International Airport.- Chapter 14. Jubail II Industrial City.- Chapter 15. Hong Kong Zhuhai Macao Bridge (HZMB).- Chapter 16. Gotthard Base Tunnel (GBT).- Chapter 17. Channel Tunnel UK.- Chapter 18. Doha Metro.- Chapter 19. Panama Canal Expansion.- Chapter 20. Three Gorges Dam.- Chapter 21. One World Trade Center.- Chapter 22. Making of the tallest building -Burj Khailfa.- Chapter 23. Shanghai World Financial Center.- Chapter 24. Dolphin Gas Project.- Chapter 25. Bhadla Solar Park.- Chapter 26. Tengger Solar Park Project China.- Chapter 27. Millau Viaduct.- Chapter 28. Jiaozhou Bay Bridge Project.- Chapter 29. Trans-Siberian Railway Project.- Chapter 30. Pan-American Highway.- Chapter 31. Port of Shanghai.- Chapter 32. Sakhalin Project –II.- Chapter 33. Ichthys LNG Project.- Chapter 34. Kashagan Oil Field Development Project.- Chapter 35. Barzan gas project.- Chapter 36. Australian Japan Cable.- Chapter 37. Addis Ababa–Djibouti Railway.- Chapter 38. Port Mann Bridge Vancouver.- Chapter 39. Chernobyl New Safe Confinement Project.- Chapter 40. Kashiwazaki Kariwa Nuclear Project Japan.- Chapter 41. Kudankulam Nuclear Power Plant, India.- Chapter 42. Boundary Dam Power Station.- Chapter 43. Boeing 787 Dreamliner Project.- Chapter 44. Shanghai Metro.- Chapter 45. São Francisco River Basin Project.- Chapter 46. Kazan Smart City Project.- Chapter 47. Masdar City.- Chapter 48. Delhi Mumbai Industrial Corridor Project.- Chapter 49. Golden Quadrilateral Highway, India.- Chapter 50. Hong Kong Disney Land Project.- Chapter 51. Jamnagar Refinery Project, India.- Chapter 52. Big Dig Project.- Chapter 53. North-South Corridor Road/Rail Project.- Chapter 54. Great Man Made River Water Supply Project, Libya.

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Book SynopsisIntroduction: What this book is about and why we wrote it.- Preparing to make an EU application.- Writing Your Application and navigating the EU submission process.- Notification of Outcome and Contracts.- Starting the project.- Implementing the project.- Managing the unforeseen Risk the COVID-19 Lockdown' and the SSTeMM Project.- Reporting and promoting the outcomes of your project to stakeholders and evaluators and drafting the final report.- Reflections on the SSTeMM Project Experience.- Concluding Messages.

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Book SynopsisAre you attracted by the promises of agile methods but put off by the fanaticism of many agile texts? Would you like to know which agile techniques work, which ones do not matter much, and which ones will harm your projects? Then you need Agile!: the first exhaustive, objective review of agile principles, techniques and tools.Agile methods are one of the most important developments in software over the past decades, but also a surprising mix of the best and the worst. Until now every project and developer had to sort out the good ideas from the bad by themselves. This book spares you the pain. It offers both a thorough descriptive presentation of agile techniques and a perceptive analysis of their benefits and limitations.Agile! serves first as a primer on agile development: one chapter each introduces agile principles, roles, managerial practices, technical practices and artifacts. A separate chapter analyzes the four major agile methods: Extreme Programming, Lean Software, Scrum and Crystal.The accompanying critical analysis explains what you should retain and discard from agile ideas. It is based on Meyer’s thorough understanding of software engineering, and his extensive personal experience of programming and project management. He highlights the limitations of agile methods as well as their truly brilliant contributions — even those to which their own authors do not do full justice.Three important chapters precede the core discussion of agile ideas: an overview, serving as a concentrate of the entire book; a dissection of the intellectual devices used by agile authors; and a review of classical software engineering techniques, such as requirements analysis and lifecycle models, which agile methods criticize.The final chapters describe the precautions that a company should take during a transition to agile development and present an overall assessment of agile ideas.This is the first book to discuss agile methods, beyond the brouhaha, in the general context of modern software engineering. It is a key resource for projects that want to combine the best of established results and agile innovations. Trade Review“This is probably the first serious book ever written about Agile … . Bertrand Meyer is not a signatory of the Agile Manifesto, resulting in a book free of hype or marketing propaganda. … It consists of a short … enumeration of ‘pros and cons’ of various methodologies, with discussions about their applicability and suitability for certain projects.” (Adrian Kosmaczewski, De Programmatica Ipsum, deprogrammaticaipsum.com, January 6, 2021)“This book was written to be an independent, impartial and objective study of the various agile methods (scrum, xp, lean, crystal) viewed against the knowledge-base of software engineering methods and principles. … This book, in my view, should be essential reading for any software manager, looking to understand agile methods before diving head-first into a vanilla, textbook-implementations.” (Outlet!, khanmjk-outlet.blogspot.de, November, 2015)“The purpose of this excellent book is to ‘enable readers to benefit from the good ideas in agile methods and stay away from the bad ones.’ … The overall presentation is elegant, clear, and understandable … . It can be used both by novices and by experts … .” (H. I. Kilov, Computing Reviews, September, 2014) Table of Contents

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