Project Management, Planning and Control

David Shannon designed and delivered major change programmes and projects in the private, public and charity sectors, in the UK and internationally. He has trained management in the oil and gas industry in 12 different countries. He was an institutional development specialist with the World Bank, before which he worked on projects in the City of London, the Middle and Far East. Prior to 1974 he worked on civil, transport and urban renewal projects as an engineer.His professional contribution to the project management discipline has been recognised with Honorary Fellowship of the Association for Project Management. He has lectured and been published widely. He was voted one of the ten top project management personalities in the UK.David holds an M.A. (Oxon) a Diploma in Accountancy and Finance and current and past membership of several professional institutions. Albert Lester is a Chartered Civil, Mechanical and Structural Engineer with a lifetime of experience in project management for engineering design and construction projects. He has managed large projects for Tarmac, Sim Chem (Simon Engineering), Senior Engineering and Foster Wheeler Power Products and has accredited many project management courses for the Association for Project Management (APM), as well as setting and marking APM exams. He has taught and lectured widely on the topic at a number of universities including University College London (UCL), was a member of BSI and ISO panels developing new project management standards and acted as adjudicator and expert witness in many industrial and construction disputes.

• Part 1: Project Essentials1. Project Definition2. Project Management3. Programme & Portfolio Management4. Project Context5. Stakeholder Management6. Project Success Criteria7. Business Case8. Investment AppraisalPart 2: Project Organisation9. Organisation Structures10. Organisation Roles11. Work Breakdown Structures12. Project Life Cycles13. Project Management Plan14. Estimating & Budget15. Risk Management16. Quality Management17. Configuration and Change ManagementPart 3: Network Planning18. Basic Network Principles19. Arithmetical Analysis & Floats20. Lester Diagram21. The Case for Manual Planning22. Graphical & Computer Analysis23. Primavera P6 EPPM [New]24. Milestones & Lines of Balance25. Planning Blocks & Subdivision of Blocks26. Other Network Applications for Project Management27. Network Applications outside the Construction Industry28. Simple Examples29. Agile Project ManagementPart 4: Time and Cost Control30. Progress Reporting31. Resource Loading32. Cost Control and EVA33. Cost Control Graphs and Reports34. Cash Flow ForecastingPart 5: Worked Examples35. Bungalow36. Pumping Installation37. Motor Car38. Battle Tank39. Stages and SequencesPart 6: Project Operations40. Sustainability [New]41. Procurement42. Value Management43. Information Management44. Communication45. Digital and Remote Project Management Tools [New]46. Artificial Intelligence (AI) & Data [New]47. Virtual Design & Construction (VDC)48. Building Information Modelling (BIM)49. Project Close-Out, Handover50. Project Close-Out Report, Review, Lessons LearnedPart 7: People Management51. Governance & Ethics [New]52. Project Assurance53. Leadership54. Team Building and Motivation55. Collaboration and Negotiation56. Culture and Diversity [New]57. Health, Safety & Environment58. Conflict Management and Dispute ResolutionPart 8: Case StudiesAppendix 1. Cement Plant, Rugby Portland Cement CompanyAppendix 2. Teesside Oil Terminal, Phillips Petroleum CompanyAppendix 3. Boiler Plant, British Sugar Corporation [New]Appendix 4. International Project 1 [New]Appendix 5. International Project 2 [New]Part 9: Examination QuestionsAppendix 6. Study QuestionsAppendix 7. Bullet Point AnswersAppendix 8. APM PMQ Questions [New]Appendix 9. APM PMQ Answers [New]Part 10: GeneralAppendix 10. Syllabus SummaryAppendix 11. Abbreviations & AcronymsAppendix 12. GlossaryAppendix 13. Bibliography