J. Rodney Turner - The Handbook of Project-based Management

THE HANDBOOK OF
PROJECT-BASED
MANAGEMENT

Other books by Rodney Turner published by McGraw-Hill

Turner, J.R., Grude, K.V. and Thurloway, L., 1996, (eds), The Project Manager as Change Agent, McGraw-Hill, London, 264p, ISBN: 0-07-707741-5.

Turner, J.R., (ed), 1995, The Commercial Project Manager, McGraw-Hill, London, 408 p, ISBN: 0-07-707946-9.

THE HANDBOOK OF
PROJECT-BASED
MANAGEMENT

Leading Strategic Change in Organizations

J. Rodney Turner

Third Edition

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To Edward, now 18

ABOUT THE AUTHOR

RODNEY TURNER is Professor of Project Management at the Kemmy Business School of the University of Limerick and at the Lille School of Management. He is also an Adjunct Professor at the University of Technology, Sydney and Educatis University, Zurich, and was a Visiting Professor at Henley Management College and George Washington University.

Rodney Turner is the author or editor of fourteen books. He is editor of The International Journal of Project Management, and has written articles for journals, conferences, and magazines. He lectures on and teaches project management worldwide.

From 1991 to 2004, Rodney was a member of Council of the UK's Association for Project Management, with two years as Treasurer and two as Chairman. He is now a Vice President. From 1999 to 2002, he was President and then Chairman of the International Project Management Association, the global federation of national associations in project management, of which APM is the largest member. He has also helped to establish the Benelux Region of the European Construction Institute as foundation Operations Director. Rodney is director of several SMEs and a member of the Institute of Directors. He is also a Fellow of the Institution of Mechanical Engineers and of the Association for Project Management.

CONTENTS

PREFACE

One of my aims in writing successive editions of this book has been to maintain the book's length. That means that as I include new ideas, I have to drop some material. I don't want a book that gets fatter and fatter to the point where I have to start dividing it into two or more separate books. Project management is a dynamic and developing topic, and that means that there are new ideas that need to be included in the book. But also some ideas that were included in the first and second edition are now past their sell-by date and so can be dropped. I have aimed to produce a book that covers the key topics of project management as people see it at the moment, and to leave out some of the concepts that have not proved so effective.

The book is one part shorter than the previous edition, at four parts rather than five. The first three parts cover the same ground as the first three parts of the previous two editions.

describes the context of projects. In particular it considers how the strategy of the parent organization and the desire to achieve performance improvement through strategic change drive the creation of projects. It then looks at project success strategy and describes the criteria by which we judge success, the factors by which we increase the chance of success, and how we combine the two into a strategy for our projects. The third chapter in the part considers the people involved in the project. It takes a different perspective from the previous two editions where the equivalent chapter looked at the position of projects in the parent organization. In this edition that chapter focuses much more on how to lead the stakeholders to gain their support for the project.