This Handbook was the first APM Body of Knowledge Approved title for the Association for Project Management. Over the course of five editions, Gower Handbook of Project Management has become the definitive desk reference for project management practitioners. The Handbook gives an introduction to, and overview of, the essential knowledge required for managing projects. The team of expert contributors, selected to introduce the reader to the knowledge and skills required to manage projects, includes many of the most experienced and highly regarded international writers and practitioners. The Fifth Edition has been substantially restructured. All but two of the authors are new, reflecting the fast-changing and emerging perspectives on projects and their management. The four sections in the book describe: ¢ Projects, their context, value and how they are connected to organizational strategy; ¢ Performance: describing how to manage the delivery of the project, covering scope, quality, cost, time, resources, risk and sustainability ¢ Process: from start up to close down ¢ Portfolio: the project and its relationship to the organization The discrete nature of each chapter makes this Handbook a wonderful source of advice and background theory that is easy to consult. Gower Handbook of Project Management is an encyclopaedia for the discipline and profession of project management; a bible for project clients, contractors and students.
Table of Contents
Contents: Preface; A handbook for project management practitioners, Rodney Turner. Part 1 Projects: Projects and their management, Rodney Turner; Implementing strategy through projects, Aaron Shenhar and Peerasit Patanakul; The value of project management: rethinking project management maturity and fit, Mark Mullaly and Janice Thomas; Maturity models in project management, Ginger Levin and J. LeRoy Ward; Auditing projects and programs, Martina Huemann. Part 2 Performance: Measuring performance, Lynn Crawford; Benefits realization management, Gerald Bradley; Requirements management, Darren Dalcher; Managing scope and configuration, Hemanta Doloi; Managing value, Stephen Simister; Managing quality, Nevan Wright; Organizing for projects, Monique Aubry; Managing for stakeholders, Pernille Eskerod and Martina Huemann; Managing the schedule, Homayoun Khamooshi; Managing cost and earned value, Mario Vanhouke; Managing resources, Vittal Anantatmula; Managing risk, David Hillson; International projects, Rodney Turner; Sustainable development, Gilbert Silvius and Ron Schipper. Part 3 Process: Managing the process, Rodney Turner and Martina Huemann; Project start-up, Rodney Turner; Feasibility, design and planning, Willie Tan; Managing implementation, Dennis Lock; Project close-out, Hemanta Dolloi. Part 4 Portfolio: Complex projects, Marcel Hertogh and Eddy Westerveld; Managing programs of projects, Ginger Levin and J. LeRoy Ward; Managing portfolios of projects, Ginger Levin and J. LeRoy Ward; Managing the project-oriented organization, Martina Huemann; The governance of projects and project management, Ralf Muller; The project management office: building a PMO for performance, Monique Aubry and Brian Hobbs. Part 5 Perspectives: The common story of great projects, Dov Dvir and Aaron Shenhar; Project history: history meets project, Sylvain Lenfle and Jonas Soederlund. Index.
Rodney Turner is Professor of Project Management at the Lille School of Management and The Centre for Project Management in the Kemmy Business School, Limerick. He is also an Adjunct Professor at the University of Technology Sydney, and Visiting Professor at Henley Management College. He is editor of The International Journal of Project Management, and has written articles for journals, conferences and magazines. He lectures on and teaches project management worldwide. Rodney was for twelve years a member of Council of the UK's Association for Project Management. He is now an Honorary Fellow and Vice President. He has also been President and Chairman of the International Project Management Association, the global federation of national associations in project management.
’...there really is no downside to this book. ... As the publishers suggest: The discrete nature of each chapter makes this Handbook a wonderful source of advice and background theory that is easy to consult. The Gower Handbook of Project Management is an encyclopaedia for the discipline and profession of project management; a bible for project clients, contractors and students. If that is what you are looking for, this is it!’ R. Max Wideman, Fellow, PMI From previous editions: 'This book should become to "Project Management" what Hudson's has become to Contract Law.' Dr David Wallace FInstCES, Chairman, Project Management Panel for Civil Engineering Surveyor 'You will never read it all, but whenever you find yourself wondering "Where can I find out about ...?" the Gower Handbook of Project Management won't let you down.' Engineering Management Journal 'The book provides comprehensive coverage of the knowledge required both by practicing project managers and by those wishing to study the subject ...This unique encyclopaedia for the discipline and profession of project management is destined to become a classic.' Engineering Designer 'If you are getting involved in complex projects this is certainly an essential book to add to your collection ... in my opinion it is worth every penny.' PS-advisor 'highly recommended.' Change Management Monitor 'I have no hesitation in recommending it.' Building Engineer