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- THE HANDBOOK OF
PROJECT-BASED
MANAGEMENT
- Other books by Rodney Turner published by McGraw-Hill
Turner, J.R., Grude, K.V. and Thurloway, L., 1996, (eds), The Project Manager as Change Agent,
McGraw Hill, London, 264p, ISBN: 0 07 707741 5.
Turner, J.R., (ed), 1995, The Commercial Project Manager, McGraw Hill, London, 408 p, ISBN:
0 07 707946 9.
- THE HANDBOOK OF
PROJECT-BASED
MANAGEMENT
Leading Strategic Change in Organizations
J. Rodney Turner
Third Edition
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- To Edward, now 18
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- ABOUT THE AUTHOR
RODNEY TURNER is Professor of Project Management at the Kemmy Business School of the
University of Limerick and at the Lille School of Management. He is also an Adjunct
Professor at the University of Technology, Sydney and Educatis University, Zurich, and was
a Visiting Professor at Henley Management College and George Washington University.
Rodney Turner is the author or editor of fourteen books. 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.
From 1991 to 2004, Rodney was a member of Council of the UK’s Association for Project
Management, with two years as Treasurer and two as Chairman. He is now a Vice President.
From 1999 to 2002, he was President and then Chairman of the International Project
Management Association, the global federation of national associations in project manage
ment, of which APM is the largest member. He has also helped to establish the Benelux
Region of the European Construction Institute as foundation Operations Director. Rodney is
director of several SMEs and a member of the Institute of Directors. He is also a Fellow of
the Institution of Mechanical Engineers and of the Association for Project Management.
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- CONTENTS
Preface xv
Acknowledgments xvii
Chapter 1: Leading Change through Projects 1
1.1 Projects and their Management / 2
1.2 The Process Approach / 17
1.3 The Management of Projects and this Book / 20
1.4 Images of Projects / 21
Summary / 24
References / 25
Part 1: Managing the Context
Chapter 2: Projects for Delivering Beneficial Change 29
2.1 Identifying the Need for Performance Improvement / 29
2.2 Diagnosing the Change Required / 31
2.3 The Benefits Map / 37
2.4 Projects for Implementing Corporate Strategy / 39
Summary / 46
References / 46
Chapter 3: Project Success and Strategy 47
3.1 Project Success Criteria / 48
3.2 Key Performance Indicators / 52
3.3 Project Success Factors / 53
3.4 The Strategic Management of Projects / 60
3.5 Principles of Project Management / 65
Summary / 67
References / 68
Chapter 4: The People Involved 71
4.1 Reactions to Change / 71
4.2 Managing Stakeholders / 77
4.3 Communicating with Stakeholders / 83
4.4 Project Teams / 85
ix
- x CONTENTS
4.5 Leading Projects / 89
Summary / 95
References / 96
Part 2: Managing Performance
Chapter 5: Managing Scope 101
5.1 Principles of Scope Management / 102
5.2 Project Definition / 104
5.3 Planning at the Strategic Level: Milestone Plans / 106
5.4 Planning at Lower Levels / 113
5.5 Applications / 118
Summary / 120
References / 121
Chapter 6: Managing Project Organization 123
6.1 Principles / 123
6.2 The External Organization / 126
6.3 The Internal Organization / 131
6.4 Responsibility Charts / 133
Summary / 139
References / 140
Chapter 7: Managing Quality 141
7.1 Quality in the Context of Projects / 141
7.2 Achieving Quality on Projects / 144
7.3 Configuration Management / 148
Summary / 154
References / 155
Chapter 8: Managing Cost 157
8.1 Estimating Costs / 157
8.2 Types of Costs / 162
8.3 Estimating Techniques / 171
8.4 Controlling Costs: Obtaining Value for Money / 175
Summary / 181
References / 182
Chapter 9: Managing Time 183
9.1 The Time Schedule / 183
9.2 Estimating Duration / 189
9.3 Calculating the Schedule with Networks / 191
9.4 Resource Histograms and Resource Smoothing / 201
9.5 Controlling Time / 204
Summary / 207
References / 208
- CONTENTS xi
Chapter 10: Managing Risk 209
10.1 The Risk Management Process / 209
10.2 Identifying Risk / 211
10.3 Assessing Risk / 216
10.4 Analyzing Risk / 223
10.5 Managing Risk / 226
Summary / 230
References / 231
Part 3: Managing the Process
Chapter 11: The Project Process 235
11.1 The Project and Product Life Cycle / 235
11.2 The Feasibility Study / 239
11.3 The Design Phase / 242
11.4 New Product Development / 246
11.5 Concurrent Engineering / 250
11.6 Information Systems Projects / 254
Summary / 262
References / 263
Chapter 12: Project Start-Up 265
12.1 The Start Up Process / 265
12.2 Start Up Workshops / 270
12.3 Project Definition Report and Manual / 274
Summary / 277
References / 278
Chapter 13: Project Execution and Control 279
13.1 Resourcing a Project / 279
13.2 Implementation Planning / 280
13.3 Allocating Work / 284
13.4 Requirements for Effective Control / 286
13.5 Gathering Data and Calculating Progress / 288
13.6 Taking Action / 294
Summary / 296
References / 298
Chapter 14: Project Close Out 299
14.1 Timely and Efficient Completion / 300
14.2 Transferring the Asset to the Users / 301
14.3 Embedding the Change and Obtaining Benefit / 302
14.4 Disbanding the Team / 303
14.5 Postcompletion Reviews / 305
Summary / 306
References / 307
- xii CONTENTS
Part 4: Governance of Project-Based Management
Chapter 15: Project Governance 311
15.1 Governance / 311
15.2 Governance of the Project / 312
15.3 The Principal Agent Relationship / 315
15.4 Communication between the Project Manager and Sponsor / 317
Summary / 320
References / 321
Chapter 16: Program and Portfolio Management 323
16.1 Definitions / 324
16.2 Managing Portfolios / 328
16.3 Managing Programs / 335
16.4 The Project Office / 337
Summary / 340
References / 341
Chapter 17: Developing Organizational Capability 343
17.1 Defining Capability / 343
17.2 Developing Individual Competence / 345
17.3 Developing Organizational Capability / 350
17.4 Improving Organizational Capability / 359
17.5 Knowledge Management / 361
17.6 Competency Traps / 362
Summary / 364
References / 365
Chapter 18: Governance of the Project-Based Organization 367
18.1 Governance of Project Management / 367
18.2 Conducting Audits / 371
18.3 Conducting Health Checks / 375
18.4 End of Stage Reviews / 383
Summary / 388
References / 389
Chapter 19: International Projects 391
19.1 Types of International Project / 391
19.2 The Problem of International Projects / 394
19.3 Managing Culture / 397
Summary / 406
References / 407
Chapter 20: Epilogue 409
20.1 Principles of Project Management / 409
20.2 Key Success Factors / 410
- CONTENTS xiii
Appendix A: Project Definition Report for the CRMO
Rationalization Project 413
Appendix B: Project Control Documents for the CRMO
Rationalization Project 427
Subject Index 437
Author and Source Index 447
Project Index 451
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- PREFACE
One of my aims in writing successive editions of this book has been to maintain the book’s
length. That means that as I include new ideas, I have to drop some material. I don’t want
a book that gets fatter and fatter to the point where I have to start dividing it into two or
more separate books. Project management is a dynamic and developing topic, and that
means that there are new ideas that need to be included in the book. But also some ideas
that were included in the first and second edition are now past their sell by date and so can
be dropped. I have aimed to produce a book that covers the key topics of project manage
ment as people see it at the moment, and to leave out some of the concepts that have not
proved so effective.
The book is one part shorter than the previous edition, at four parts rather than five. The
first three parts cover the same ground as the first three parts of the previous two editions.
Part 1 describes the context of projects. In particular it considers how the strategy of
the parent organization and the desire to achieve performance improvement through
strategic change drive the creation of projects. It then looks at project success strategy and
describes the criteria by which we judge success, the factors by which we increase the
chance of success, and how we combine the two into a strategy for our projects. The third
chapter in the part considers the people involved in the project. It takes a different per
spective from the previous two editions where the equivalent chapter looked at the posi
tion of projects in the parent organization. In this edition that chapter focuses much more
on how to lead the stakeholders to gain their support for the project.
Part 2 covers the same ground as the previous two editions, describing the functions of
project management, how to manage the scope, project organization, quality, cost, time,
and the risk that pervades them all.
Part 3 also substantially covers the same ground as the previous editions, describing
three stages of the project life cycle: start, execution, and close out. However, I have
included a new chapter at the start of the part, describing the project life cycle, and differ
ent versions for different types of project. This chapter covers much of the ground of what
was previously the fifth part, on applications, but in a more focused way.
Although these three parts cover very much the same ground, I have incorporated new
thinking, and so in places the material is different from the previous editions.
It is in Part 4 where I have taken a radically different approach. In the previous two edi
tions, Part 4 described administrative support given to the project by the parent organiza
tion. Now, in accordance with the modern style, I take a governance perspective. As a result,
it covers some of the same ground, because the administrative support described in the pre
vious editions is governance support, but it also introduces many new ideas. I start by defin
ing what we mean by governance and describe the governance of the individual project, and
the governance roles that imply. In the next two chapters, I describe the governance of the
context, particularly program and portfolio management and the development of organiza
tional project management capability. I then describe the project governance role of the
executive board, and the interest they should take in projects.
xv
- xvi PREFACE
I have retained the chapter on international projects as the last main chapter, and as in
the previous two editions close with an epilogue.
I have updated the references throughout the book. I think the main purpose of refer
ences is to point to further reading for readers who want to find out more about the topics.
I think that only books that are readily available are useful for the purpose, so I tend not to
cite academic research journals or magazine articles for that purpose, and definitely not
obscure conferences. The other main purpose for references is to acknowledge source
materials, and for that purpose I may cite an academic research journal article.
Rodney Turner
East Horsley, Surrey
- ACKNOWLEDGMENTS
My main thanks in writing this third edition continues to go to the now nearly 30,000 people
who have bought the previous editions, and thereby give me encouragement to continue
to spread the good word of project management. I would also like to thank Wade Ren and
Vladimir Voropayev who led the translation of the book into Chinese and Russian, respectively.
I wish to thank the people with whom I have worked and whose ideas have contributed
to the material of this book. The first and second editions drew on distance learning mater
ial in project management at Henley Management College. Elements of the third edition still
draw on the ideas of Mahen Tampoe, Susan Foreman, Svine Arne Jessen, Peter Morris, Nick
Aked, Roger Sharp, Richard Morreale, David Topping, and Anne French. There are also
people with whom I have written research papers over the years, particularly Bob Cochrane,
Anne Keegan, Martina Huemann, and Ralf Müller. I also wish to acknowledge the ongoing
inspiration I receive from my work with Kristofer Grude, with whom I wrote my first book
over 20 years ago.
I have received significant help in the process of writing the book from Judy Morton.
Judy has proofread all the material, and helped me prepare the figures.
And finally, I must thank my family for putting up with all the travel that spreading the
good word of project management seems to entail.
Rodney Turner
East Horsley, Surrey
xvii
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- THE HANDBOOK OF
PROJECT-BASED
MANAGEMENT
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