{"product_id":"reconstructing-project-management-isbn-9780470659076","title":"Reconstructing Project Management","description":"\u003cp\u003eThis hugely informative and wide-ranging analysis on the management of projects, past, present and future, is written both for practitioners and scholars. Beginning with a history of the discipline’s development, \u003ci\u003eReconstructing Project Management\u003c\/i\u003e provides an extensive commentary on its practices and theoretical underpinnings, and concludes with proposals to improve its relevancy and value. Written not without a hint of attitude, this is by no means simply another project management textbook.\u003c\/p\u003e \u003cp\u003eThe thesis of the book is that ‘it all depends on how you define the subject’; that much of our present thinking about project management as traditionally defined is sometimes boring, conceptually weak, and of limited application, whereas in reality it can be exciting, challenging and enormously important. The book draws on leading scholarship and case studies to explore this thesis.\u003c\/p\u003e \u003cp\u003eThe book is divided into three major parts. Following an Introduction setting the scene, Part 1 covers the origins of modern project management – how the discipline has come to be what it is typically said to be; how it has been constructed – and the limitations of this traditional model. Part 2 presents an enlarged view of the discipline and then deconstructs this into its principal elements. Part 3 then reconstructs these elements to address the challenges facing society, and the implications for the discipline, in the years ahead.  A final section reprises the sweep of the discipline’s development and summarises the principal insights from the book.\u003c\/p\u003e \u003cp\u003eThis thoughtful commentary on project (and program, and portfolio) management as it has developed and has been practiced over the last 60-plus years, and as it may be over the next 20 to 40, draws on examples from many industry sectors around the world. It is a seminal work, required reading for everyone interested in projects and their management.\u003c\/p\u003e  Figures xiii  \u003cp\u003eTables xv\u003c\/p\u003e \u003cp\u003eAbout the Author xvii\u003c\/p\u003e \u003cp\u003ePreface xix\u003c\/p\u003e \u003cp\u003eIntroduction 1\u003c\/p\u003e \u003cp\u003eStructure and Thesis of the Book 2\u003c\/p\u003e \u003cp\u003eTake-Aways 5\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 6\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART 1 CONSTRUCTING PROJECT MANAGEMENT 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 1 Introduction to Part 1 9\u003c\/p\u003e \u003cp\u003eHistorical Method 9\u003c\/p\u003e \u003cp\u003eBespeaking Relevant Knowledge 10\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 11\u003c\/p\u003e \u003cp\u003eChapter 2 Project Management before it was Invented 12\u003c\/p\u003e \u003cp\u003ePre-History: Projects and Society 12\u003c\/p\u003e \u003cp\u003eEarly Attempts at Formal Project Integration 19\u003c\/p\u003e \u003cp\u003eWorld War II and the Manhattan Project 22\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 24\u003c\/p\u003e \u003cp\u003eChapter 3 Systems Project Management 27\u003c\/p\u003e \u003cp\u003eUSAF Integration: The Formal Recognition of Project Management 27\u003c\/p\u003e \u003cp\u003eSchriever and the Atlas Program 30\u003c\/p\u003e \u003cp\u003ePolaris 33\u003c\/p\u003e \u003cp\u003ePERT and CPM 34\u003c\/p\u003e \u003cp\u003eConstruction 35\u003c\/p\u003e \u003cp\u003eThe Harvard Business Review Introduces the Project Manager! 36\u003c\/p\u003e \u003cp\u003eMcNamara and the Bureaucracy of Systems 36\u003c\/p\u003e \u003cp\u003eApollo: Confi guration Management and Project Leadership 37\u003c\/p\u003e \u003cp\u003eDoD Bureaucratisation 41\u003c\/p\u003e \u003cp\u003eExternalities 43\u003c\/p\u003e \u003cp\u003eEnergy and Commodities Projects 46\u003c\/p\u003e \u003cp\u003eNuclear Power 46\u003c\/p\u003e \u003cp\u003eThe Extractive Industries 48\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 49\u003c\/p\u003e \u003cp\u003eChapter 4 The Project Management Knowledge Base 52\u003c\/p\u003e \u003cp\u003eThe PMBOK® Guide 52\u003c\/p\u003e \u003cp\u003eTheoretical Underpinnings 55\u003c\/p\u003e \u003cp\u003e‘The Management of Projects’ 60\u003c\/p\u003e \u003cp\u003e‘The Management of Projects’ Paradigm versus ‘Execution Delivery’ 61\u003c\/p\u003e \u003cp\u003eThe APM, IPMA, and Japanese BOKs 61\u003c\/p\u003e \u003cp\u003eQuality Management 65\u003c\/p\u003e \u003cp\u003eNew Product Development: Lessons from Toyota 65\u003c\/p\u003e \u003cp\u003eAcademic Engagement 67\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 70\u003c\/p\u003e \u003cp\u003eChapter 5 Developing Project Management 75\u003c\/p\u003e \u003cp\u003eIMEC: ‘Large Engineering Projects’ 75\u003c\/p\u003e \u003cp\u003eContracting and Procurement 76\u003c\/p\u003e \u003cp\u003ePartnering and the new Procurement Environment 78\u003c\/p\u003e \u003cp\u003eRisks and Opportunities 81\u003c\/p\u003e \u003cp\u003eFlyvbjerg et al.: Transportation Projects and Optimism Bias 81\u003c\/p\u003e \u003cp\u003eBOT\/PFI 82\u003c\/p\u003e \u003cp\u003eValue and Benefits 83\u003c\/p\u003e \u003cp\u003eHealth, Safety, and Environment 84\u003c\/p\u003e \u003cp\u003eDefence Projects 86\u003c\/p\u003e \u003cp\u003eSoftware Projects and Standish 86\u003c\/p\u003e \u003cp\u003eTechnology and Requirements Management 88\u003c\/p\u003e \u003cp\u003eAgile Project Management 90\u003c\/p\u003e \u003cp\u003eInformation and Communications Technology (ICT) 91\u003c\/p\u003e \u003cp\u003eCritical Chain 92\u003c\/p\u003e \u003cp\u003eProgram Management 93\u003c\/p\u003e \u003cp\u003eDeveloping Enterprise-Wide p.m. Capability: The US Department of Energy (DoE)\/NRC Study 94\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 95\u003c\/p\u003e \u003cp\u003eChapter 6 Enterprise-Wide Project Management (EWPM) 99\u003c\/p\u003e \u003cp\u003eStrategy and Governance 99\u003c\/p\u003e \u003cp\u003ePMOs 100\u003c\/p\u003e \u003cp\u003eBest Practice Guidelines and Maturity 100\u003c\/p\u003e \u003cp\u003eCritical Management 102\u003c\/p\u003e \u003cp\u003eLearning and Development 104\u003c\/p\u003e \u003cp\u003eProject Management as a Career Track 105\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 105\u003c\/p\u003e \u003cp\u003eChapter 7 The Development of Project Management: Summary 108\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART 2 DECONSTRUCTING PROJECT MANAGEMENT 113\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 8 Introduction to Part 2 115\u003c\/p\u003e \u003cp\u003eThe Domain 115\u003c\/p\u003e \u003cp\u003eDeconstructing Deconstruction 116\u003c\/p\u003e \u003cp\u003eApproaching the Management of Projects 117\u003c\/p\u003e \u003cp\u003eDeveloping Projects 120\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 121\u003c\/p\u003e \u003cp\u003eChapter 9 Control 123\u003c\/p\u003e \u003cp\u003eScope Management 123\u003c\/p\u003e \u003cp\u003eScheduling 128\u003c\/p\u003e \u003cp\u003eEstimating 135\u003c\/p\u003e \u003cp\u003eBudgeting 138\u003c\/p\u003e \u003cp\u003eCost Management 139\u003c\/p\u003e \u003cp\u003ePerformance Management (Earned Value) 140\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 142\u003c\/p\u003e \u003cp\u003eChapter 10 Organisation 145\u003c\/p\u003e \u003cp\u003eRoles and Responsibilities 145\u003c\/p\u003e \u003cp\u003eStructure 149\u003c\/p\u003e \u003cp\u003eStructural Forms 152\u003c\/p\u003e \u003cp\u003eContingency Theory and Organisation Design 156\u003c\/p\u003e \u003cp\u003eProject Management Contingency: Getting the Fit 157\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 157\u003c\/p\u003e \u003cp\u003eChapter 11 Governance and Strategy 160\u003c\/p\u003e \u003cp\u003eGovernance 160\u003c\/p\u003e \u003cp\u003eStrategy 161\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 165\u003c\/p\u003e \u003cp\u003eChapter 12 Managing the Emerging Project Definition 167\u003c\/p\u003e \u003cp\u003eRequirements Management 168\u003c\/p\u003e \u003cp\u003eSolutions Development 170\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 174\u003c\/p\u003e \u003cp\u003eChapter 13 Procurement and the Project’s Commercial Management 176\u003c\/p\u003e \u003cp\u003eAcquisition and Contracting Strategy 177\u003c\/p\u003e \u003cp\u003ePartnering and Alliancing 179\u003c\/p\u003e \u003cp\u003eProcurement 181\u003c\/p\u003e \u003cp\u003eContract Administration 182\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 184\u003c\/p\u003e \u003cp\u003eChapter 14 Adding Value, Controlling Risk, Delivering Quality, Safely and Securely 186\u003c\/p\u003e \u003cp\u003eBuilding Value, Achieving Benefits 186\u003c\/p\u003e \u003cp\u003eRisk and Opportunity Management 190\u003c\/p\u003e \u003cp\u003eQuality Management 192\u003c\/p\u003e \u003cp\u003eHealth, Safety, Security, and Environment (HSSE) 194\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 195\u003c\/p\u003e \u003cp\u003eChapter 15 People 198\u003c\/p\u003e \u003cp\u003eLeadership 199\u003c\/p\u003e \u003cp\u003eTeams 201\u003c\/p\u003e \u003cp\u003eStakeholder Management 203\u003c\/p\u003e \u003cp\u003eCulture 203\u003c\/p\u003e \u003cp\u003eIndividuals’ Skills and Behaviours 205\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 210\u003c\/p\u003e \u003cp\u003eChapter 16 Level 3: The Insti tutional Context 214\u003c\/p\u003e \u003cp\u003ePMOs 215\u003c\/p\u003e \u003cp\u003eFunctions of the PMO 215\u003c\/p\u003e \u003cp\u003eClearing the Decks for Reconstruction 224\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 226\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART 3 RECONSTRUCTING PROJECT MANAGEMENT 229\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 17 Introduction to Part 3 231\u003c\/p\u003e \u003cp\u003eA Discipline 231\u003c\/p\u003e \u003cp\u003eA Knowledge Domain 232\u003c\/p\u003e \u003cp\u003eFoundations for the Future 233\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 233\u003c\/p\u003e \u003cp\u003eChapter 18 The Character of our PM Knowledge 234\u003c\/p\u003e \u003cp\u003eTerminology 234\u003c\/p\u003e \u003cp\u003eOntology 236\u003c\/p\u003e \u003cp\u003eEpistemology and Theories of Project Management 237\u003c\/p\u003e \u003cp\u003eMethodology 240\u003c\/p\u003e \u003cp\u003eThe Character of the Field’s Substantive Knowledge 244\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 249\u003c\/p\u003e \u003cp\u003eChapter 19 Managing Context 252\u003c\/p\u003e \u003cp\u003eIndependent (or Semi-Independent) Variables 253\u003c\/p\u003e \u003cp\u003eDependent Variables 254\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 256\u003c\/p\u003e \u003cp\u003eChapter 20 Ethos: Building Sponsor Value 257\u003c\/p\u003e \u003cp\u003eQuestions of Purpose 257\u003c\/p\u003e \u003cp\u003eEffectiveness 258\u003c\/p\u003e \u003cp\u003eEnhancing Sponsor Value 258\u003c\/p\u003e \u003cp\u003eThe Japanese Approach: Pursuing Innovation and Value 266\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 267\u003c\/p\u003e \u003cp\u003eChapter 21 ‘only connect’ – the Age of Relevance 269\u003c\/p\u003e \u003cp\u003eConnecting p.m. to Organisational Performance 269\u003c\/p\u003e \u003cp\u003eThe New Dystopia? 270\u003c\/p\u003e \u003cp\u003eThe Role of MoP\/P3M 273\u003c\/p\u003e \u003cp\u003eReferences and Endnotes 276\u003c\/p\u003e \u003cp\u003ePART 4 SUMMA 279\u003c\/p\u003e \u003cp\u003eChapter 22 Summary and Conclusions 281\u003c\/p\u003e \u003cp\u003eThe Sweep of Project Management 281\u003c\/p\u003e \u003cp\u003eConclusions for the Discipline 283\u003c\/p\u003e \u003cp\u003eAppendices 287\u003c\/p\u003e \u003cp\u003eAppendix 1: Critical Success Factor Studies 289\u003c\/p\u003e \u003cp\u003eAppendix 2: ‘Characteristics of Successful Megaprojects or Systems Acquisitions’ 306\u003c\/p\u003e \u003cp\u003eIndex 309\u003c\/p\u003e \u003cp\u003e\"This book is well written in plain, unambiguous English. It is for all serious project management practitioners working on any significant project in any area of project management application… This is an academic tome, yet … surprisingly easy and enjoyable reading…the contents throughout the book provide incredible insights and sound and realistic advice.\"  (\u003ci\u003eFrom a review by R.Max Wideman, Fellow of the Project Management Institute\u003c\/i\u003e, December 2014)\u003c\/p\u003e \u003cp\u003e“Summing Up: Highly recommended.  Upper-division undergraduates through professionals\/practitioners.”  (\u003ci\u003eChoice\u003c\/i\u003e, 1 February 2014)\u003c\/p\u003e  \u003cp\u003e\u003cb\u003ePeter Morris\u003c\/b\u003e is Professor of Construction and Project Management at University College London (UCL).\u003c\/p\u003e \u003cp\u003eHe is the author of \u003ci\u003eThe Management of Projects\u003c\/i\u003e (Thomas Telford, 1994) and, with George Hough, of \u003ci\u003eThe Anatomy of Major Projects\u003c\/i\u003e (John Wiley \u0026amp; Sons, 1987) and with Ashley Jamieson of \u003ci\u003eTranslating Corporate Strategy into Project Strategy (\u003c\/i\u003ePMI, 2004). He is co-editor with Jeffrey Pinto of \u003ci\u003eThe Wiley Guide to Managing Projects\u003c\/i\u003e (Wiley, 2005); and, with Jeffrey Pinto and Jonas Söderlund of \u003ci\u003eThe Oxford Handbook of Project Management\u003c\/i\u003e (OUP, 2010).\u003c\/p\u003e \u003cp\u003eHe is a past Chairman of the Association for Project Management (APM) and Deputy Chairman of the International Project Management Association (IPMA).  He received the Project Management Institute's 2005 Research Achievement Award, IPMA's 2009 Research Award, and APM's 2008 Sir Monty Finniston Life Time Achievement Award.\u003c\/p\u003e  \u003cp\u003eBravo! . . . a tour de force on the philosophy, methods and practices of project and program management; a feast of PM lore, knowledge and insight . . . provides the most complete and well-integrated coverage of the evolution of project management written to date . . . a must-read for teachers, students and refl ective practitioners of the art and craft of project management.\u003cbr\u003e \u003cb\u003e\u003ci\u003eRaymond E. Levitt, Kumagai Professor of Engineering, Director, Stanford Global Projects Center, University of Stanford\u003c\/i\u003e\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThis book has something for everyone C facts, ideas, concepts and theories that will be of interest to students, practitioners and managers alike. Through whatever lens you are looking at project management, whether past, present or future, you will almost certainly fi nd the answer in this book.\u003cbr\u003e \u003cb\u003e\u003ci\u003eMike Brown, Director of Project and Programme Management, Rolls-Royce plc, Derby\u003c\/i\u003e\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFor anyone involved in thinking about projects, whether as deliverers, teachers or researchers, this book will fascinate and challenge in equal measure.\u003cbr\u003e \u003cb\u003e\u003ci\u003eRobbie Burns, Regional Director, Western and Wales Region, Infrastructure Projects, Network Rail\u003c\/i\u003e\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEvery thinking professional in the fi eld should read it; every serious library must contain a copy. This book confirms Peter’s place as THE world’s leading critical thinker on the increasingly important topic of managing projects.\u003cbr\u003e \u003cb\u003e\u003ci\u003eDavid L. Pells, Managing Editor, PM World Journal, Houston, Texas\u003c\/i\u003e\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThis hugely informative and wide-ranging analysis on the management of projects, past, present and future, is written both for practitioners and scholars. Beginning with a history of the discipline’s development, Reconstructing Project Management provides an extensive commentary on its practices and theoretical underpinnings, and concludes with proposals to improve its relevancy and value. Written not without a hint of attitude, this is by no means simply another project management textbook.\u003c\/p\u003e \u003cp\u003eThe book is divided into three major parts. Following an Introduction setting the scene, Part 1 covers the origins of modern project management C how the discipline has come to be what it is typically said to be; how it has been constructed C and the limitations of this traditional model. Part 2 presents an enlarged view of the discipline and then deconstructs this into its principal elements. Part 3 then reconstructs these elements to address the challenges facing society, and the implications for the discipline, in the years ahead. A final section reprises the sweep of the discipline’s development and summarises the principal insights from the book.\u003c\/p\u003e \u003cp\u003eThis thoughtful commentary on project (and program, and portfolio) management as it has developed and has been practiced over the last 60+ years, and as it may be over the next 20 to 40, draws on examples from many industry sectors around the world. It is a seminal work, required reading for everyone interested in projects and their management.\u003c\/p\u003e  \u003cp\u003eBravo! … a tour de force on the philosophy, methods and practices of project and program management; a feast of PM lore, knowledge and insight… provides the most complete and well-integrated coverage of the evolution of project management written to date… a must-read for teachers, students and reflective practitioners of the art and craft of project management.\u003cbr\u003e —\u003ci\u003eRaymond E. Levitt, Kumagai Professor of Engineering, Director, Stanford Global Projects Center, University of Stanford\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eThis book has something for everyone – facts, ideas, concepts and theories that will be of interest to students, practitioners and managers alike. Through whatever lens you are looking at project management, whether past, present or future, you will almost certainly find the answer in this book.\u003cbr\u003e —\u003ci\u003eMike Brown, Director of Project and Programme Management, Rolls-Royce plc, Derby\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eFor anyone involved in thinking about projects, whether as deliverers, teachers or researchers, this book will fascinate and challenge in equal measure.\u003cbr\u003e —\u003ci\u003eRobbie Burns, Regional Director, Western and Wales Region, Infrastructure Projects, Network Rail\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eEvery thinking professional in the field should read it; every serious library must contain a copy.  This book confirms Peter’s place as THE world’s leading critical thinker on the increasingly important topic of managing projects.\u003cbr\u003e —\u003ci\u003eDavid L. Pells, Managing Editor,\u003c\/i\u003e PM World Journal\u003ci\u003e, Houston, Texas\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e","brand":"Wiley-Blackwell","offers":[{"title":"Default Title","offer_id":47989926363365,"sku":"NP9780470659076","price":105.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470659076.jpg?v=1761785934","url":"https:\/\/k12savings.com\/es\/products\/reconstructing-project-management-isbn-9780470659076","provider":"K12savings","version":"1.0","type":"link"}