book

Effective Project Management

by Garth G.F. Ward

August 2018

Intermediate to advanced

480 pages

11h 33m

English

Wiley-Blackwell

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1 Characteristics2 Phases2.2 Phase Details3 Project Patterns4 Reasons for Projects5 Project Needs
1 Models2 Characteristics3 Key Management Decisions and Phases4 Project Management Patterns
1 Project Characteristics, Size, and Complexity2 Strategic Decisions3 The Historic Nature of an Industry4 The Characteristics of the Industry/Business Sector5 Phases and Schedule6 Execution Planning7 Generic Influences on Project Execution
1 Strategic and Contractual2 Organizational and Functions3 Responsibilities and Orientation4 Competencies and Leadership5 Abilities and Skills6 The Project Manager

1 Financial Situation2 Scope of Work and Change Orders3 Project Progress and Status4 Health, Safety, and Environment5 Quality Audits and Status6 Risk Management7 Client Relations8 Formal Reviews9 The Project Management Group10 Evaluating a Project Manager11 The Manager of Projects and the Client(s)
1 Some Fundamentals2 Cost and Planning3 Things to Watch4 Most Important of All – Safety
1 The Project Management2 Alignment of Objectives and Client‐Contractor Relations3 Involvement of Users4 Get and Build the Right Team with Clear Roles and Responsibilities5 Clear and Complete Scope Definition6 Thorough Planning of the Work7 Planning Communications8 The Efficiency of the Project Launch Phase9 Change Control10 Effective Decision Making11 Tackle Things Today – Tomorrow They Will Be Bigger12 Conclusions for Success
1 Programme Management Conclusions2 Summarizing Programme Management3 Key Roles for a Programme Manager
1 Blueprint2 Programme Organization3 Change Stakeholders4 Benefits Realization5 Gate Reviews6 Project Controls7 Terminating the Programme
1 2
1 Feasibility Study Plan2 Defining the Project3 The Feasibility Report4 Proposed Execution Plan5 The Next Step
1 Business Strategy and Stakeholder Alignment2 Regional and Local Factors3 Market Intelligence4 Prequalification Processes 5 General Contracting Issues
1 Enquiry Preparation Phase2 Tendering Phase3 Evaluation Phase
1 The Tendering Decision2 The Tender Decision Analysis3 The Final Tendering Decision
1 Tendering Preliminaries2 Developing the Tender or Proposal – In‐house Work3 Coordinating with Third Parties4 Coordinating with the Client5 Commercial6 Reviewing the Tender or Proposal7 Before Submitting the Tender or Proposal8 After Completion of the Tender or Proposal9 Proposal Team Presentation10 Possible Client Questions for the Proposal Team
1 Starting Work2 Awarding Contracts3 Contract Document 4 Contract Awarded5 Contractual Issues6 Some Contractual Reminders7 Discharge of a Contract
1 Project Checks2 Project Objectives3 Scope Launch4 Team Launch5 Execution Launch6 Launch Controls7 Hold Kick‐Off Meeting8 Kick‐Off Meeting Agenda9 Kick‐Off Schedule
1 Setting up the Project Infrastructure2 Controlling the Documents3 Responsibilities4 Procedures5 Project Execution Plan6 Formalities7 Project Insurance8 Some Advice
1
1
1 Scope Documents2 Changes to the Scope3 Work Packaging
1 Establishing the Estimate(s)2 Trend Programme3 Allowances4 The Budget
1 Looking after the Finances2 Bonds
1 Getting Organized2 Planning3 Scheduling
1 Setting Up2 Progress and Reporting3 Cost Progress and Control4 The Critical Path
1 Trend Base Estimate2 Trend Meetings3 Potential Trends4 Claims for Changes5 Managing Claims6 Resist Change
1 Reporting Cycle2 Visibility3 Progress Reporting4 Progress Report5 Cost Reporting
1
1 Getting Organized2 Reviewing the Design3 Some Specific Design Ideas4 Construction Issues
1 Getting Organized2 Evaluating Suppliers 3 Expediting and Inspection4 Some Specific Procurement Ideas5 Payment Terms
1 The Key Staff2 Construction Planning3 Work Packaging4 Construction Site Work5 Some Specific Construction Ideas6 Establishing Authority
1 Questions to Ask Before Subcontracting2 Contracting Checks3 Management Issues4 List of Some Subcontracts
1
1 Handover of Documentation2 Handover of Equipment3 Clean Up4 Disposal of Surplus Material5 Closing Contracts6 Financial Matters7 Close Out
1 Completing the Records2 Post‐project Appraisal – Internal Performance Review3 Project/Client Review Meeting/Lessons Learned4 Historical Report5 Client Follow‐up and Marketing6 Internal Projects Benefits
1 Completed Work 2 Inspecting Work
1 Basic Organizing Information2 Coordination with the Company
1 Some Definitions of Culture:2 A Seminal Grouping of Cultures 3 Some Cultural Issues to be Aware of4 Management Style
1 Contractor's Own Documents and Drawings2 Vendor Drawings and Documents:34
1 Types of Estimate2 Estimate Planning Sequence3 The Estimating Process4 Estimate Information and Content 5 Contingency Estimation
1 The Filing System2 Archiving3 Master File Index Recommended Minor Categories and Suggested Subjects
1 Cash versus Profit2 Simple Project Appraisal Methods3 Payback4 Discounted Cash Flow Techniques5 Internal Rate of Return – IRR6 Sensitivity and Risk Analysis7 Financial Appraisal Conclusion
1 Rules for Any Mode or Modes of Transport2 Rules for Sea and Inland Waterway Transport3 Transfer of Risks and Obligations4 Sellers' and Buyers' Detailed Obligations5 Additional Information
1 Reasons for Joint Association2 Documentation and Legal Requirements3 Selecting a Partner4 Joint Association Risks5 Steps to Evaluate Joint Associations6 Key Issues for a Joint Association7 Steps in Tendering8 Control of the Work9 Financial Control10 Essentials for Success11 Why Joint Associations Fail
1 Purpose and Preparation2 The Interview3 Post‐interview Actions
1 Design/Engineering Performance2 Procurement Performance3 Construction Performance4 Practical Performance Details5 Linking Deliverables to Programme6 Recording and Comparing Data7 Earned Value Terminology8 Useful Health Ratios or Indices
1 Process Model2 Prioritising Risk3 Risk List4 People and Risk5 Country Risk Assessment
1 Interpreting the Curves2 Change Orders
1 Country Data2 Site Data3 Local Authorities4 Suppliers and Local Contractors5 Labour Availability6 Non‐manual Employees7 Housing and Camp8 Shipping and Handling
1 Types of Bonds2 Characteristics of Bonds
1 Selecting the Team2 Building the Team3 New to the Team
1 Specification of the Eight Team Roles2 A Suggestion for a Project Manager3 Matching the Roles to the Project Process
1 VM/VE Process2 Group Process
1 Correspondence2 Documents3 Electronic Media4 Oral5 Social6 Visual7 Other Communication Tools8 Translators9 A Difficulty10 Some Reminders
1 Consensus to Dictatorial Continuum by Tannenbaum and Schmidt2 The Three S's of Group Communications3 Situational Leadership by Kenneth Blanchard and Dr. Paul Hersey4 Task, Team, Individual – Action Centred Leadership by John Adair5 Leadership and Management Roles6 Management by Walking/Wandering Around MBWA 7 Responsibility8 Leadership – More Than a Management Model9 Thoughts for the Day
1 Planning the Meeting2 The Agenda3 Manage the Process and the People4 Control the Discussion5 Construct Decisions and Summarize6 Record and Notify
1 Preparation for Negotiation2 Discuss Interests3 Signal4 Propose for Movement5 Package6 Bargain7 Close the Deal8 Agree the Deal9 Techniques and Tricks
1 Planning an Interaction with Others2 The Exchange3 Asking Questions4 Changing Style5 Team Role Style6 Finalizing the Interaction7 Giving and Receiving Feedback8 Dealing with Difficult People9 Being Angry10 Priorities11 Time Management12 Learning13 Motivating Skills14 Some Personal Advice15 Questionnaires
1 Typical Destructive Behaviour2 Dubious Behaviour?3 How Politics Can Affect a Project4 Some Advice5 Something to Think About
1 Fundamentals for All Presentations2 Format for a Presentation to Inform/Explain 3 Presentation to Influence/Convince4 Presentation Expressing a Viewpoint/Opinion5 Team Presentations6 Your Audience7 Presentation Skills Analysis8 Organizing the Location9 Visual and Other Aids10 Dealing with Questions11 Summarizing a Presentation
1 Group Work Using Flip Charts2 Graphical Plots3 Binary Decision‐making
Define the Problem2 Define the Objectives and Success Criteria3 Analyse the Problem4 Create and Propose Solutions5 Evaluate, Forecast Consequences, and Select6 Recommend, Plan Action, and Implement the Solution7 Evaluate the Outcome and Follow Up
1 Brainstorming 2 Check Sheets3 Pareto and Other Diagrams4 Cause and Effect – Ishikawa or Fish Bone Diagram5 Force Field Analysis
1 The Report Objective2 The Reader3 The Material for the Report4 The Report Structure5 The Executive Summary6 Introduction to the Report7 The Body of the Report8 Writing the Report9 Conclusions and Recommendations10 Appendices11 Finalizing the Report

Content preview from Effective Project Management

Section F Contracts

The law is just about the meaning of words and a few simple rules.

David Wright

A man who is his own lawyer has a fool for a client.

Anon.

What the Contract Means

The most important rule is that the contract, when in writing, as almost all commercial contracts are, is presumed to be a complete and precise statement of exactly what each side has agreed to do so that any failure to do so is a breach of contract.
It is a breach of contract to prevent or impede the other side in carrying out the contract.
Everything must be done when stated in the contract or within a reasonable time.
The contract will always require work or equipment to be of a reasonable level of quality.

How the Contract Is Made

The mechanism used by law to decide whether a contract has been made is that of offer and acceptance. This means, simply, that for a contract to exist, one party has to offer terms which the other party accepts.

This leads to a number of rules:

Each party can make and accept offers.
The offer can be made in any way: by telephone, letter, e‐mail, or across the negotiating table. They are all equally valid.
The offer must be complete. It must include:
1. A description of the equipment or work to be supplied and a timescale
2. Price or prices and terms of payment
3. Contract terms/conditions
The offer must be firm. If it is incomplete or subject to further discussion or ‘confirmation’, it is not an offer.
Until an offer has been made there cannot be ...