New Project Management book

[Esther Josias]

This book might be of interest for your entry level courses which focus on tools and techniques.

Rory

ro...@burkepublishing.com

 

 

+++ NEW BOOK RELEASE +++

 

I am pleased to advise my new book Fundamentals of Project Management is now available in South Africa from:

 

Blueweaver Distribution

Tel: 021-701-7302

Email: in...@blueweaver.co.za

 

 

Fundamentals of Project Management   Rory Burke   ISBN 978-0-9582733-6-7 R250 Pages: 384   Review Copies Instructors Manual PowerPoint Slides

 

Review copies are available for universities and colleges considering the book for adoption, and an instructor’s guide and PowerPoint slides are available for lecturers prescribing the book.

 

Regards, Rory Burke

Email: ro...@burkepublishing.com

 

Fundamentals of Project Management explains how to use the latest project management planning and control tools and techniques used by the planning software, the APM BoK 5ed, the PMBOK 4ed and the unit standards level 4.

 

This book is ideal for:

• Project managers new to project management who are managing projects of limited complexity
• Project team members who are responsible for performing all the calculations, reporting and the administration functions
• Contractors, suppliers and consultants who participate in projects.

 

The text uses plenty of worked examples and exercises to explain how to use all the body of knowledge topics and particularly the Project Management Process, and the Project Management Plan.

 

Lecturers’ support information is available in the form of PowerPoint slides and exercises.

 

Chapters:

Ch 1: Introduction to Project Management

Ch 2: History of Project Management

Ch 3: Project Management Standards

Ch 4: Project Integration

Ch 5: Project Management Process

Ch 6: Project Management Plan

Ch 7: Project Lifecycle

Ch 8: Feasibility Study

Ch 9: Scope Management

Ch 10: WBS

Ch 11: Time Management (Estimating Time)

Ch 12: CPM

Ch 13: Gantt Chart

Ch 14: Procurement Schedule

Ch 15: Resource Planning

Ch 16: Cost Management (Estimating Costs)

Ch 17: Project Cashflow

Ch 18: Execution, Monitoring and Control

Ch 19: Earned Value

Ch 20: Risk Management

Ch 21: Quality Management

Ch 22: Communication Management

Ch 23: Project Meetings

Ch 24: Project Organization Structures

Ch 25: Project Teams

Ch 26: Project Management Office

Ch 27: Managing Small Projects

Ch 28: Event Management

 

Authors Note:

Fundamentals of Project Management has been written to explain the fundaments of the project management planning and control techniques. The content of this book has been updated to include the new edition of the Project Management Body of Knowledge (fourth edition) [PMBOK 4ed] and the new edition of the Association of Project Management Body of Knowledge (fifth edition) [APM BoK 5ed].

The book includes worked examples and exercises to help explain how to calculate and apply the key project management principles, tools, techniques and processes.

This book is ideal for project managers who are entering the field of project management and need a solid platform of project management techniques to manage small projects or sub-projects which have a limited scope of work, limited number of resources, a small budget and are of limited complexity.

This book is also ideal for project team members who need to understand the basic principles of project management so that they can support the project manager and carry out the project administration functions within the project office. As a team member this might involve gathering and processing project data, monitoring and reporting project progress, managing scope change control, administrating documentation control and expediting progress.

Learning Outcomes: The aim of this book is to help project managers and project team members acquire the competency and knowledge they need to calculate and process all the project management planning and control tools and techniques. It will also explain the content of the body of knowledge to give a clear understanding of its content, terminology and application.

Unit Standards: There are a number of countries offering national certificates in project management linked to their own unit standards. This book is mapped to SAQA 50800 (level 4) unit standards. A level 4 qualification recognises specialist learning and involves detailed analysis of a high level of information and knowledge in an area of work or study. Learning at this level is appropriate for people working in technical and professional jobs.

Body of Knowledge Mapping: A new feature of FPM is the body of knowledge mapping at the beginning of most chapters. The relevant knowledge area sections and unit standard outcomes are mapped to the chapters within the book. This should help lecturers in their course development and course approval.

Chapter Sequence: The sequences of the chapters are structured to strike a balance between the sequence used by the PMBOK 4ed knowledge areas and the modules used in project management courses.

Motivation for this edition:

1.  To incorporate new content from the new PMBOK 4ed and the new APM BoK 5ed.

2.  To align the chapters with the PMBOK headings and project courses modules.

3.  To add more worked examples and exercises.

4.  To start each chapter with a body of knowledge mapping to help link the chapters to the BoKs.

 

Chapters	Changes to Introduction to Project Management
Ch 1: Introduction to Project Management	Introduce the Project to Production Line Continuum. Expand section on Types of Projects.
Ch 2: History of Project Management	Minor changes.
Ch 3: Project Management Standards	Minor changes.
Ch 4: Project Integration	New chapter title to include an expanded Project Charter and the Project Closeout Report.
Ch 5: Project Management Process	New chapter title to explain how to manage the Project Management Processes (initiating, planning, execution, controlling and closing). Fayol’s management process and the Eastonian process.
Ch 6: Project Management Plan	New chapter title, previously called Project Planning and Control Cycle.
Ch 7: Project Lifecycle	New Level of Effort example.
Ch 8: Feasibility Study	Expand Stakeholders’ Analysis.
Ch 9: Scope Management	Expand Scope Change Management and Configuration Management.
Ch 10: WBS	Expand Methods of Subdivision, PBS, WBS, OBS and CBS, and include RAM / RACI diagrams.
Ch 11: Time Management (Estimating Time)	New chapter title to focus on Estimating Time.
Ch 12: CPM	Additional worked examples.
Ch: 13 Gantt Chart	Additional worked example and exercises.
Ch 14: Procurement Schedule	Additional worked example and exercises.
Ch 15: Resource Planning	Additional worked example and exercises.
Ch 16: Cost Management (Estimating Costs)	New chapter title to focus on Estimating Costs.
Ch 17: Project Cashflow	Additional worked example and exercises.
Ch 18: Execution, Monitoring and Control	New chapter title to explain the project progress measurement and control cycle.
Ch 19: Earned Value	Minor changes.
Ch 20: Risk Management	Minor changes.
Ch 21: Quality Management	Expand section on Quality Planning.
Ch 22: Communication Management	Expand section on Document Control.
Ch 23: Project Meetings	Minor changes.
Ch 24: Project Organization Structures	Minor changes.
Ch 25: Project Teams	New sections on the Team Charter, Team Development Phases, and Team Building Techniques.
Ch 26: Project Management Office	Minor changes.
Ch 27: Managing Small Projects	Minor changes.
Ch 28: Event Management	Minor changes.

Lecturers: PowerPoint slides are available from: <www.knowledgezone.net>

 

Information on the three levels of Project Management

Project Management Series (Fusion Method XYZ©)

 

Levels of Project Management:

Over the past 25 years modern day project management has grown vertically and horizontally – vertically in levels of competency, seniority and responsibility, and horizontally in knowledge areas and application.

 

Our Project Management Series (Fusion Method XYZ©) subdivides project management vertically into three levels of competency, seniority and responsibility (as shown below), and then plots the three levels of project management horizontally against the knowledge areas and application.

 

The three levels of project management are:

• Project team member
• Project manager
• Project sponsor.

 

The three levels of project management are published as (see figure 1):

• Project team member (Fundamentals of Project Management)
• Project manager (Project Management Techniques)
• Project sponsor (Advanced Project Management).

 

By plotting the three levels of project management against the knowledge areas and applications the matrix (see figure 2) forms the basis of a three level project management programme.

 

The next step is to integrate the product lifecycle with the project management processes within each phase. This is outlined by the Fusion Method XYZ© (see figure 3) which includes:

• the ten phases of the product lifecycle
• the four processes of the project management process
• the plans of the nine (+) knowledge areas
• the three levels of project management.

 

Other books in the Project Management Series include:

• Project Management Leadership
• Managing Small Projects
• Project Entrepreneurship (published as [Entrepreneurs Toolkit] and [Small Business Entrepreneur]).

 

 

1. Fundamentals of Project Management	Fundamentals of Project Management has been written for those new to project management who need a broad based introduction to all the tools and techniques and the associated terminology and applications. At this level, they need to know how-to perform all the calculations, but not necessarily why.    As team members they will be working with other team members in the PMO, therefore, an understanding of the mechanisms of team work and co-operation are important. As a project co-ordinator or a project expeditor the team members will be responsible for data collection, monitoring, processing, reporting and administration.    As contractors, suppliers or consultants, people who participate in projects need to be aware of the project management planning and control techniques.
2. PM Techniques	Project Management Techniques has been written for experienced project managers responsible for managing the project work to produce the project’s deliverables. At this level, the project managers need to know how-to design and manage a planning and control system that integrates all the components of the project and supports the decision-making process.    As project managers they need leadership skills to lead, supervise and delegate work to the project team members, and networking skills to interact with the project’s stakeholders.    Reporting to the project sponsor, the project manager is appointed as the project’s single point of responsibility and authorized to use company resources as outlined in the project charter.
3. Advanced PM	Advanced Project Management has been written for project sponsors who are responsible for implementing corporate strategy. At this level, the project sponsor needs to know how to develop a business case and project charter to address the corporate needs and justify the expenditure of company resources. The project sponsor is also responsible for realizing benefits for the company which includes a return on the investment.    Reporting to the board of directors, the portfolio managers and the project steering board, the project sponsor is responsible for managing the development of the management methodology which integrates the project and corporate management systems.    Some key skills would include; negotiation, raising finance, and letting procurement contracts.

 

Figure 1: Levels of Project Management

 

Levels of Project Management vs Bok

Assume the project sponsor works for the client and the project manager and project team members work for the contractor.

 

	Fundamentals of Project Management
Project Role	Team Member (TM) new to project management responsible for administering the planning and control system from within the PMO
Business Case	The TM as part of the PS’s team might be involved in developing and writing the business case
Project Charter	The TM as part of the project team might administer the development and writing of the project charter
Integration	The TM as part of the PMO is responsible for administering the integrating the project’s work packages and the project management plans
Scope	The TM as part of the PMO is responsible for defining the scope at the PBS and WBS levels, and administering the scope change process
Time (Schedule)	The TM as part of the PMO is responsible for calculating the project’s schedule using CPM and Gantt charts
Costs	The TM as part of the PMO is responsible for estimating the project’s Costs and administering the project’s budgets
Quality	The TM as part of the PMO is responsible for administering the Quality management system
HR	The TM as part of the PMO is responsible for administering the HR process and partaking in the team building process
Communications	The TM as part of the PMO is responsible for administrating the Communication process which includes gathering data, generating reports, organizing meetings and document control
Risk	The TM as part of the PMO is responsible for administering the risk management process
Procurement	The TM as part of the PMO is responsible for administering and expediting the procurement contracts

 

Figure 2: Levels of Project Management vs Knowledge Areas

 

 

 

 

 

 

Project Management Techniques	Advanced Project Management
Project Manager (PM) with many years of work experience responsible for delivering the project’s deliverables	Project Sponsor (PS) responsible for implementing corporate strategy
The PM as a technical expert might advise on how to develop the business case	The PS is responsible for developing and writing the business case to address corporate needs
The PM as subject specialist might assist the PS develop and write the project charter	The PS is responsible for developing and writing the project charter which outlines the objectives of the project
The PM is responsible for integrating the project management process, the project’s plans and the project’s phases	The PS is responsible for integrating the project’s deliverables with the company’s operations
The PM is responsible for developing the build-method to achieve the scope of the project as outlined in the project charter	The PS is responsible for developing the scope to meet the configuration needs of the business case
The PM is responsible for planning and controlling the project’s schedule to meet the time objectives outlined in the project charter	The PS is responsible for establishing the project’s time window with respect to the company’s other operations
The PM is responsible for planning and controlling the project’s costs to meet the budget outlined in the quotation	The PS is responsible for raising the finance for the project and making a return on the investment (payback and breakeven)
The PM is responsible for determining the quality requirement and establishing the quality management system to achieve the objectives	The PS is responsible for determining the quality requirements at the corporate level and ensuring they are achieved
The PM’s HR responsibility is to appoint and lead the project team members	The PS’s HR responsibility is to appoint the PM and assign sufficient authority to use corporate resources
The PM is responsible for determining  the communication requirements and establishing the communication system to achieve the objectives	The PS is responsible for determining the communication requirements at the corporate level and ensuring they are achieved
The PM is responsible for identifying and responding to project risks which might impact on achieving the project objectives	The PS is responsible for managing risk at the corporate level to ensure the company acquires the benefits outlined in the business case
The PM is responsible for project procurement	The PS is responsible for procurement at the corporate level

 

 

 

 

Fusion Method XYZ©

The Fusion Method XYZ© forms a project methodology which is a systems approach which integrates the product lifecycles with the project management process and the project plan within each phase.

 

(CEO, Board of Directors)	Corporate Governance
	(Portfolio Manager)	Statement of Requirements
		(Project Sponsor)	Business Case
			(Project Manager)	Project Charter
Corporate Charter	Needs and Opportunities	Corporate Strategy	Feasibility Study	Design and Planning
Initiate	Initiate	Initiate	Initiate	Initiate
Governance Brief	Corporate Needs Brief	Corporate Strategy Brief	Project Charter	Design Brief
Appoint PS	Appoint PS	Appoint PS	Appoint PM	Appoint PM
Assign Resources	Assign Resources	Assign Resources	Assign Resources	Assign Resources
Planning	Planning	Planning	Planning	Planning
Plan Phase	Plan Phase	Plan Phase	Plan Phase	Plan Phase
PM Plan	PM Plan	PM Plan	PM Plan	PM Plan
Execution	Execution	Execution	Execution	Execution
Vision	Competition	Problem	Feasibility	Project Design
Mission	Expansion	Solving	Cost-Benefit	PM Plan
Values	SWOT		Constraints
Ethics	Porter
Branding	New Tech
Sustainability	R&D
Closing	Closing	Closing	Closing	Closing
Corporate Governance	Statement of Requirements	Business Case	Feasibility Report	Project Design PM Plan
Review	Review	Review	Review	Review
	Go/No-Go	Go/No-Go	Go/No-Go	Go/No-Go

 

Figure 3: Fusion Method XYZ©

 

 

 

 

 

 

 

 

 

 

Execution	Commission	Operation Start-up	Upgrade	Decom and Disposal
Initiate	Initiate	Initiate	Initiate	Initiate
Execution Brief	Commissioning Brief	Start-up Brief	Upgrade Brief	Disposal Brief
Appoint PM	Appoint PM	Appoint PM	Appoint PM	Appoint PM
Assign Resources	Assign Resources	Assign Resources	Assign Resources	Assign Resources
Planning	Planning	Planning	Planning	Planning
Plan Phase	Plan Phase	Plan Phase	Plan Phase	Plan Phase
PM Plan	PM Plan	PM Plan	PM Plan	PM Plan
Execution	Execution	Execution	Execution	Execution
Make Product	Commission	Start-up	Need	Need
Implement	Handover	Handover	Bus Case	Bus Case
Construct			Feasibility	Feasibility
Closing	Closing	Closing	Closing	Closing
Completion Report	Closeout Report	Handover
Review	Review	Review	Review	Review
Go/No-Go	Go/No-Go	Go/No-Go	Go/No-Go

 

 

 

 

 

 

 

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