Art and Practice of Managing Projects

Art and practice of managing projects (2010)

Publisher: Thomas Telford Publishing Ltd., London.

ISBN: 978-0-7277-3456-3

This is a book primarily for the practitioner in managing projects. It will also be of interest to the professional, academic and student wishing to obtain an insight into the wider elements of what it means to use projects to achieve corporate strategic objectives as well as the deliverables obtained from single projects.

The book uses the author’s experience gained over the years, which he has combined with recent research publications from a number of authors to create a reference that should be of benefit to the stakeholders, teams and managers of projects.

This book is in six Parts as follows:

A Systems – the genesis of projects
B Changes in managing work
C Organising for project work
D Conceiving and defining projects
E Project plans and protocols
F Achieving successful outcomes

The book consists of about 600 pages, over 170 Figures and diagrams, and has about 250 references.


Handbook of Project Management Procedures (2004)

Publisher: Thomas Telford Publishing Ltd., London.

ISBN: 0 7277 3258 7

The development and production of the Handbook of Project Management Procedures is both a response to the author’s findings of working within the project management industry over the past 35 years and a desire to spread to a much wider audience a rational approach to managing projects. This is a ‘how to do it’ book which is quite unique within what has been published on how to manage projects. This book provides the user with the means to set the requirements, resource the project, establish the constraints, manage change, and so on.

The Handbook has been developed in four Parts. Part 1: Introduction & general information; Part 2: Projects – three integrated structures; Part 3: Project management procedures, and Part 4: Route maps – from inception to completion

The principal section of the Handbook contains the procedures that, if used, will provide a uniformity of approach to the project-related organisation. The procedures are grouped into nine knowledge areas and are presented alphabetically starting with Communications Management and ending with Value Management. Each procedure is numbered for ease of reference and each procedure is presented using the same format.

A series of pull out diagrams that show a generic life cycle for a capital works project and flow diagrams for each life cycle stage give guidance on which procedures could be used in each stage.


Managing Projects for Success: a trilogy. (2001)

Publisher: Thomas Telford Publishing Ltd., London.

ISBN: 0 7277 2941 1

The influence of modern technology and competitive environments directly impacts on the outcome of projects. This is the case irrespective of project type. Project management is a response to a growing need for those leading or working within teams or groups undertaking part or a complete project. This is a how to do it book of considerable value to practitioners and students alike.

Diagrams, figures, charts and tables support the text. Project management equips the reader with specialist skills that can be immediately applied in practice. Written in three inter-related parts – Part 1 the framework: Part 2 planning for control and Part 3 the tool kit, it promotes clarity of understanding and study.

The framework sets out the bigger picture of which projects are a part and a body of knowledge that describes the profession of project management. Planning and control are of paramount importance in the successful outcome of projects. Part 3 describes and works through management processes.

Each part comprises chapters containing an introduction and objectives. Within each chapter there are exercises included as part of the learning process. A summary and answers are provided at the conclusion of each chapter allowing self-contained, self-evaluation and confirmation of the contents and concepts. The summary recaps the main principles and saves time when being reminded of objectives and principles.


Managing for Value: achieving high quality at low cost (1999)

Publisher: Oak Tree Press, Dublin.

ISBN: 1 86076 114 3

Business constraints and customer expectation are often poles apart, yet the manager must choose the correct mix of ingredients that will satisfy both. The concept of value is essential to achieving this fine balance. Customers want real value through obtaining significant benefits at the lowest price. From the manager’s point of view, value can be seen as the fine-tuning of a product or service: the reduction of costs without any reduction in its quality or function.

Managing for Value is a practical, concise, accessible introduction to the
value process for managers. The key phases of the process – value planning, value analysis and value review – are described in clear, jargon-free language. The book details some of the tools and techniques used in the value process, and provides three real-life case studies to demonstrate its practical application.

Value-based management is more than just a new way of measuring financial performance. Value should drive a company in the way it develops its strategy, aligns its processes and provides incentives for its staff. Managing for Value is intended to help managers orchestrate their product activities and thereby ensure that they are able to deliver value and gain competitiveness.


Management by Projects - achieving success in a changing world (1997)

Publishers: Thomas Telford Publishing Limited, London & Oak Tree Press, Dublin.

ISBN: 0 7277 2623 3 (TTL)
1 86076 068 6 (OTP)

Management by Projects provides a comprehensive description and analysis of project management, beginning with a look at the importance of change in today’s organisations. It emphasises the benefits of taking a systems approach to management, and illustrates how projects form a major part of the day-to-day running of any business.

Topics covered range from problem-solving, decision-making and risk
management to an in-depth analysis of the project management process
itself, describing in detail the phases of the project life: conception and definition: planning and scheduling: implementation and completion. The book describes the various tools and techniques available to project managers at each stage.

By focusing on the key differences between traditional management and integrated project management, this book will be of interest to managers in business and industry, education, government, management consultancy and the media. With over 150 diagrams and figures to illustrate the text, Management by Projects is a practical, accessible and comprehensive guide showing how to acquire the organisational skills necessary to gain optimum results from any project endeavour.


Creating value in engineering projects - a practice guide (1996)

Produced and authored by a working party (A Hamilton and others).

Publisher: The Institution of Civil Engineers, London.

ISBN: 0 7277 2050 3

Value for money is a prerequisite in every commercial transaction. Project owners (clients) are demanding that those responsible for design and implementation provide them with value. Indeed, major public and private sector clients are insisting that value management is applied to their projects as a matter of course.

Value management provides a practical and workable set of systematic and
logical procedures and techniques developed to enhance value. The
methods described in this guide can assist project teams to orchestrate their activities to deliver full value for the owner’s investment while meeting their expectations.