Enhanced descriptions from Syndetics:

"Dennis Lock's masterly exposition of the principles and practice of project management has been pre-eminent in its field for three decades. It examines the entire process in detail, from initial appraisal to final closedown, demonstrating techniques that range from the simplest of manual charts to sophisticated computer systems. The text is reinforced throughout by examples and diagrams. Project Management is the best British textbook on the subject and offers excellent value for money when compared to its main (US) competitors."

Table of contents provided by Syndetics

• List of figures (p. xiii)
• Preface to seventh edition (p. xix)
• Acknowledgments (p. xxiii)
• Part I The nature and organization of project management (p. 1)
• Chapter 1 The nature and purpose of project management (p. 3)
• Projects (p. 4)
• Project objectives (p. 6)
• Balancing the objectives (p. 7)
• The Association for Project Management (p. 11)
• Chapter 2 Project management organization (p. 15)
• Effective organization and communications (p. 15)
• The emergence of project management in a developing company (p. 16)
• Project organization categories (p. 21)
• Organization of central administration functions (p. 27)
• Which type of organization is best? (p. 28)
• The project manager (p. 35)
• Project services groups (p. 40)
• Organizations with more than one project manager (p. 41)
• Prince 2 (p. 44)
• References and further reading for Part I (p. 49)
• Part II The financial and commercial framework (p. 51)
• Chapter 3 Defining the project (p. 53)
• Receipt of customer enquiries (p. 54)
• Screening enquiries for industrial projects (p. 55)
• Projects which are difficult or impossible to define (p. 55)
• Defining a project for financial appraisal (p. 59)
• The customer's project specification (p. 60)
• Project scope (p. 61)
• Using checklists (p. 62)
• The contractor's project and design specifications (p. 62)
• Specifications for product development projects (p. 68)
• Developing and documenting the project specification (p. 73)
• Chapter 4 Cost estimates--1. Definitions and principles (p. 77)
• Cost definitions and principles (p. 77)
• Estimating accuracy (p. 85)
• Classification of estimates according to confidence (p. 85)
• Estimating accuracy in relation to prices and profits (p. 87)
• Version control of project cost estimates (p. 88)
• Work breakdown (p. 89)
• Cost coding systems (p. 92)
• Benefits of a logical coding system (p. 95)
• Choosing a coding system (p. 98)
• What happens when the customer says 'You shall use my coding system!'? (p. 99)
• Chapter 5 Cost estimates--2. Estimating in practice (p. 103)
• Compiling the task list (p. 103)
• Level of detail in project cost estimating (p. 105)
• Estimating formats (p. 105)
• Estimating manufacturing costs (p. 111)
• Collecting estimates for labour times (p. 115)
• Personal estimating characteristics (p. 117)
• Estimates for material and equipment costs (p. 119)
• Below-the-line costs (p. 121)
• Reviewing the cost estimates (p. 123)
• Chapter 6 Commercial management (p. 125)
• Financial project appraisal (p. 125)
• Project funding (p. 133)
• Contracts (p. 135)
• Contract payment structures (p. 139)
• Insurance (p. 146)
• References and further reading for Part II (p. 153)
• Part III Planning and scheduling (p. 155)
• Chapter 7 An introduction to planning and scheduling (p. 157)
• The planning and scheduling environment (p. 157)
• Distinction between planning and scheduling (p. 160)
• The planning time frame (p. 161)
• Matrix charts (p. 163)
• Simple tabular planning (timetables) (p. 166)
• Bar charts (p. 168)
• Line of balance charts (p. 176)
• Chapter 8 Network analysis: logic diagrams and the critical path (p. 181)
• Background (p. 181)
• The different network notation systems (p. 182)
• Critical path analysis using arrow diagrams (p. 184)
• Critical path analysis using precedence notation (p. 189)
• Case study: furniture project (p. 194)
• Case study: gantry project (p. 195)
• PERT (p. 205)
• More complex network notation (p. 206)
• Chapter 9 Network analysis in practice (p. 211)
• Developing network logic (p. 211)
• Level of detail in network planning (p. 215)
• Interface events and activities (p. 218)
• Milestones (p. 220)
• Estimating activity durations (p. 220)
• Is the timescale shown too long? (p. 222)
• A case for drawing networks from right to left (p. 223)
• Network analysis as a management tool (p. 224)
• Chapter 10 Scheduling resources--1. Principles (p. 227)
• What are resources and which of them can be scheduled? (p. 228)
• The role of network analysis in resource scheduling (p. 230)
• Case study: garage project (p. 231)
• Float (p. 241)
• Two fundamental priority rules for resource scheduling (p. 246)
• Summary: the elements of a practicable schedule (p. 249)
• Chapter 11 Scheduling resources--2. In practice (p. 251)
• Choice of labour resources to be scheduled (p. 251)
• Choice of resource units (p. 254)
• Rate-constant and non rate-constant use of resources (p. 255)
• Specifying departmental resource availability levels (p. 256)
• Using different calendars for resource scheduling (p. 257)
• Scheduling labour costs (p. 258)
• Scheduling costs for materials and other purchases (p. 259)
• Scheduling cash flow (p. 261)
• The seven steps of project resource scheduling (p. 267)
• Project scheduling in the corporate context (p. 267)
• References and further reading for Part III (p. 271)
• Part IV Computer applications (p. 273)
• Chapter 12 Project management computer systems--1. Preparation (p. 275)
• Scheduling with or without a computer (p. 275)
• Facilities required (p. 278)
• System requirements (p. 278)
• Choosing a suitable program (p. 281)
• Special network logic requirements for computer applications (p. 288)
• Preparing for the first computer schedule (p. 291)
• Chapter 13 Project management computer systems--2. Typical applications (p. 301)
• System and software (p. 301)
• Case study project (p. 302)
• Data preparation for the garage project (p. 302)
• Error prevention and checking (p. 306)
• Error detection for the case study project (p. 308)
• Network plotting (p. 309)
• Time analysis of the garage project network (p. 311)
• Resource scheduling (p. 317)
• Resource scheduling for the garage project (p. 319)
• Output reports (p. 321)
• Updating (p. 332)
• Chapter 14 Project management computer systems--3. Specialized applications (p. 335)
• Dealing with large networks (p. 335)
• Multiproject resource scheduling (p. 338)
• Standard networks (p. 346)
• Standard subnetwork modules or templates (p. 349)
• A templating case study (p. 352)
• Programs for probability and risk analysis (p. 357)
• Software sources (p. 361)
• References and further reading for Part IV (p. 367)
• Part V Purchasing and materials management (p. 367)
• Chapter 15 Scheduling parts for manufacturing projects (p. 369)
• The scheduling framework (p. 369)
• Case study: single filing cabinet project (p. 371)
• Collating materials requirements (p. 376)
• Line of balance (p. 379)
• Line of balance case study: filing cabinet project (p. 379)
• Computer solutions (p. 388)
• Chapter 16 Purchasing--1. Principles and initial ordering (p. 389)
• The importance of purchasing and materials control (p. 389)
• The purchasing cycle (p. 390)
• The purchase order (p. 394)
• Commercial conditions of purchase (p. 396)
• Terms of trade used in international business (Incoterms) (p. 398)
• Specifying the goods (p. 399)
• Timing of orders and deliveries (p. 400)
• Purchase quantities (p. 403)
• Chapter 17 Purchasing--2. Post-order activities and wider aspects of materials control (p. 407)
• Purchase order amendments (p. 407)
• Expediting (p. 408)
• Shortages (p. 410)
• The Pareto principle and stock management (p. 411)
• Project or stock purchasing? (p. 413)
• Project purchasing as a condition of contract (p. 417)
• Stores administration (p. 418)
• Materials management as a shared or common service (p. 421)
• Chapter 18 Purchasing--3. Procedures for capital projects (p. 423)
• The purchasing organization (p. 423)
• Purchase control schedules (p. 425)
• Purchase specifications (p. 431)
• Purchase enquiries (p. 436)
• Bid evaluation (p. 439)
• Purchase requisitions and orders (p. 442)
• Correlation between specification, enquiry and order numbers (p. 444)
• Assuring quality and progress (p. 445)
• Vendors' documents (p. 446)
• Shipping, port and customs formalities (p. 449)
• Purchase order status reports (p. 450)
• References and further reading for Part V (p. 453)
• Part VI Managing work and costs (p. 455)
• Chapter 19 Implementing the programme (p. 457)
• Project authorization (p. 457)
• Authorizing work without a contract or customer's order (p. 461)
• Preliminary organization of the project (p. 465)
• Correspondence and other documents (p. 466)
• Project engineering standards and procedures (p. 471)
• Physical preparations and organization (p. 472)
• Getting work started (p. 474)
• Issuing detailed planning and work instructions (p. 477)
• Chapter 20 Managing progress (p. 481)
• Project progressing as a closed loop control system (p. 482)
• Routine collection of progress data (p. 483)
• The non-routine approach to progressing (p. 487)
• Managing subcontractors and agency employees (p. 489)
• Routine priority allocation in manufacturing projects (p. 493)
• When the news is bad (p. 494)
• Corrective measures (p. 495)
• Immediate action orders (p. 497)
• Haste versus good management (p. 500)
• Construction site organization and management (p. 502)
• Conduct of project meetings (p. 505)
• Progress meetings (p. 507)
• Progress meetings abandoned (p. 509)
• Project progress reports (p. 510)
• Chapter 21 Changes and production permits (p. 513)
• Classification of changes (p. 513)
• Authorization arrangements (p. 516)
• General administration (p. 519)
• Estimating the true cost of a design modification (p. 522)
• Forms and procedures (p. 525)
• Discipline for modifying drawings (p. 535)
• Emergency modifications (p. 538)
• Chapter 22 Cost management--1. Principles (p. 543)
• Objectives of project cost management (p. 543)
• A checklist of cost management factors (p. 545)
• The total cost approach (p. 546)
• Budgets (p. 548)
• Cost collection methods (p. 551)
• Audits (p. 555)
• Comparing actual costs against planned costs (p. 556)
• Chapter 23 Cost management--2. Evaluation, prediction and reporting (p. 557)
• Milestone analysis (p. 557)
• Earned value analysis (p. 564)
• Earned value analysis prediction reliability and implications (p. 572)
• Evaluating cost performance for materials and bought-out equipment (p. 573)
• Effect of modifications on earned value analysis (p. 575)
• The project ledger concept (p. 577)
• Predicting profitability for the whole project (p. 577)
• Post-mortem (p. 583)
• Chapter 24 Final project definition and closure (p. 585)
• Formal project closure (p. 585)
• Final project cost records (p. 588)
• Disposal of surplus materials stocks (p. 588)
• Final project definition: the end of a continuous process (p. 588)
• As-built condition of a manufacturing or capital engineering project (p. 589)
• As-built condition of a multiple manufacturing project (p. 592)
• Managing files and archives (p. 596)
• References and further reading for Part VI (p. 599)
• Index (p. 601)

Excerpt provided by Syndetics