Project Management In The Construction Industry

Introduction To Project Management

Definition of a Project To understand project management you must understand the term project. The definition of a project is a unique endeavor to produce a set of deliverables within a clearly specified time, cost and quality constraints. A project is a series of tasks, arranged in a defined sequence or relationship that produces a pre-defined output or effect. A project always has a start, middle and an end The difference between a project and standard business operations are shown below in bullet form!

"nique in #ature. They do not involve any repetitive processes. $very project undertaken is different from the last, where as operational activities often involve undertaking repetitive %identical& processes.

'ave a defined timescale. (rojects have a clearly specified start and end date within which the deliverables must be produced to meet a specified customer requirement.

'ave an approved budget. (rojects are allocated a level of financial e)penditure within which the deliverables must be produced to meet a specified customer requirement.

'ave limited resources. At the start of a project an agreed amount of labour, equipment and material is allocated to the project.

*nvolve an element of risk. (rojects entail a level of uncertainty and therefore carry business risk.

Achieve beneficial change. The purpose of a project, typically, is to improve an organi+ation through the implementation of business change.

General Introduction to Project Management (roject management began in its early form in the late ,-th century, driven by government large scale coordinated project that were underway and the managers that found themselves having to organi+e a huge labour workforce at the site as well as coordinating another large production workforce and unprecedented raw materials in the factory. The comple)ity of the project naturally drove management practices towards project management processes. At the turn of the century .redrick /inslow Taylor began to analyse the approach towards management, looking at scientific reasoning and applying this to the labour force to demonstrate how, by analy+ing individual processes improvements could be made. Taylor0s associate 'enry 1antts then added an important visual tool, the 1antts chart, around ,-,2 that focused on the individual task, outlining and focusing on each element to produce a powerful analytical tool that has remained virtually unchanged until today. The 1ants chart dramatically advanced the science of project management. The ne)t major step forward in project management occurred after /orld /ar 3, specific techniques emerged for planning and managing huge budgets and workforce. The most well known were the (ert %(rogram $valuation and 4eview Techniques& and 5(6 %5ritical (ath 6ethod&, which became synonymous for project scheduling techniques. Although some changes and minor tweaks were made but not much changed until the ,--70s, (roject 6anagement until this point had been used mainly on large government projects like the nuclear weapons race. /ith the advent of computers and software the project management tools became easier to use, more readily available and quicker to use, therefore more suitable for smaller %although still large& projects and different disciplines.

Toney 8isk state0s. This view of business as an organism implies that in order for a business to survive 9 prosper, all of its functional parts must work in concert towards specific goals *n 6odern terms in the construction industry each project employs a project manager, who puts together a team and ensures the integration and communication of the workflow hori+ontally across different departments and organi+ations.

Definition of Project Management

(roject management is the skills, tools and management processes required to undertake a project successfully . %(61 377:& According to the (6 guidebook, (roject 6anagement comprises;

A set of skills. 8pecialist knowledge, skills and e)perience are required to reduce the level of risk within a project and thereby enhance its likelihood of success.

A suite of skills. <arious types of tools are used by project managers to improve the projects chances of success. $)amples include document templates, registers, planning software, modeling software, audit checklist and review forms.

A series of (rocesses. <arious management techniques and processes are required to monitor and control time, cost, quality and scope on projects. $)amples include time management, cost management, quality management, change management, risk management and issue management. The project management institute defines project management as the application of knowledge, skills, tools and techniques to project activities in order to meet or e)ceed stakeholders needs and e)pectations from a project . Although the definitions are slightly different in their description, there core meaning is e)actly the same and is widely accepted by the profession itself as an accurate statement.

Theory of Project Management

To begin we need to understand what constitutes a theory. A theory consists primarily from concepts and casual relationships that relate these concepts %/hetten ,-=-&. *t is possible to broadly characteri+e a target theory of production > operations management %?oskela 3777&. This can also apply to project management if it is considered as being a special type of production > operations management *n a recent report by the (roject management institute %,---& on the future of project management, all items with regard to future developments and how the industry can advance and progress are detailed, however surprisingly there is no mention of any project management theory even when the future of the profession is in focus. This is not the first time it has been omitted, in their analysis of project management research, spanning forty years, ?loppenberg and @pfer %3777& have nothing to report on the theory of project management. *t can only therefore only be concluded that either!
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There is no theory of project management The theory of project management is insignificant to the profession

This is a much debated topic with many different views, in a paper by Aauri ?oskela 9 1reg 'owell called the underlying theory of project management is obsolete0 %(6*, 3773&, it debates the topic and states that prior literature has generally agreed that there is no specific theory of project management, %8henar ,--=, Turner ,---&, however according to Aauri ?oskela 9 1reg 'owell this is an inaccurate and damaging conclusion. *n a wider study on the topic %?oskela 9 'owell 3773&, argued that both the (6* 9 ?loppenberg and @pfer are wrong. (roject management as practiced today is indeed a theoretical process, however this theory is narrow and needs further development and enrichment. They argue that it is the lack of understanding and development of the theory that is a major problem associated with project management. .requent project failures %?harbanda 9 (into ,--B&, lack of commitment towards project management

methods %.orsberg 9 al. ,--B&, and slow rate of methodological renewal %6orris ,--C&. Thus they conclude that an e)plicit theory is the crucial and single most important issue for the future of the project management profession. A theory of project management should be prescriptive and reveal how actions taken contribute to the set goals and objectives %?osela 3777&. As a general basis there are three possible actions!
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Design of the system employed in designing and making 5ontrol of those systems in order to reali+e the production intended *mprovement of those systems

(roject management and indeed all production has three kinds of goal!
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1eneral product production *nternal goals, such as cost minimi+ation and level of utili+ation $)ternal goals, needs of customer, quality, fle)ibility and dependability

?osela basically argues that the theories of project are the same as theories of production. The reasoning behind this is that project can be seen as a special type of production. This is evident from the definition of a project according to the (roject management *nstitute %3777&; A project is a temporary endeavor undertaken to create a unique product or service . According to the crystalli+ation of Turner %,--:& %(6E@? 1uide ,---& as a starting point for the reconstruction of the theory of project, scope management is the raison d0etre of project management. 'e defines the purpose of scope management as follows!
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An adequate or sufficient amount of work is done. "nnecessary work is not done The work that is done delivers the stated business purpose %/E8&

.rom a theoretical viewpoint Turner claims the following! ,. (roject management is about managing work. 3. /ork can be management by decomposing the total work effort into smaller chunks of work, called activities and tasks %(6E@? 1uide ,---& :. The conceptionali+ation and principle of decomposition serves three essential purposes of project management. Although not specifically mentioned it is an implicit assumption associated with decomposition, this is that task are related if at all by sequential dependence. /hen the (6E@? 1uide %,---& is studied it reveals that activities and task are the unit analysis in the core project management processes, scope management, time management and cost management. *t also states that these management controls are centrali+ed. This view is also supported by the description of 6orris %,--C&. first, what needs to be done! second, who is going to do what! third, when actions are to be performed! fourth, how much is required to be spent in total, how much has been spent so far, and how much has still to be spentF.. 5entral to this is the /ork Ereakdown 8tructure /hen comparing the crystalisation of project management to the theories of operations management in general, it is easy to recoginise that it rests on the transformation theory of production, which has dominated product thinking in the 37th century. .or e)ample, 8tarr %,-BB& formulates! Any production process can be viewed as an input-output system. *n other words, there is a set of resources which we call inputs. A transformation process operates on this set and releases it in a modified form which we call outputs. The management of this transformation is what we mean by production management.

Their argument does have a lot of merit when comparing production with the discipline and processes of project management there are many similarities! however this is an indepth and comple) topic and currently has no professional endorsement.

This theory based on operations is an argumentative one, there is surprisingly, at present no clear academically or professionally agreed theory for project management as a discipline, which considering the quantity of projects undertaken and the financial e)penditure of these project e)tremely surprising and if koskela %3773& is correct then a rather alarming omission on the part of a so called professional industry. Project Lifecycle (roject lifecycle consist of four all encompassing phases, (roject *nitiation, (roject (lanning, (roject $)ecution and (roject 5losure. There are many other descriptions for the four phases however the content of each phase is universally agreed. The fast track approach does not adhere strictly to this phase on a macro level but does using a sequential design procurement package approach follow each phase accordingly. Gou must remember that the definition of a project is a one off scheme unique in all aspects, therefore the descriptions below may change accordingly to the project or clients

need

>

demand.

Project

Lifecycle

Diagram

Project

Management

Guidebook

Project Initiation "conce#t$

This is the initial stage of any project where a business opportunity is identified, usually by the client and his advisers, and a business case put together to provide the solution or recommendations required to fulfill the business plan. A feasibility study is then carried out to look at the various business options and identify the final business plan solution. @nce the final business plan is put together a project is then initiated to deliver the approved business solution. A term of reference is then completed and a project manager appointed. The project manager then identifies the appropriate project team required and starts to assemble this team establishing a project office.

Gra#h Guidebook

taken

from

the

Project

Managers

Method %2! & em#o'ering managers to succeed

Project Planning (tage) This stage can only progress once the project scope is identified and defined in terms of reference! from here the project enters its detailed planning stage. The main focus of this stage is to ensure that the activities performed in the e)ecution phase of the project are properly sequenced, resourced, e)ecuted and controlled. This entails the following project management documentation to be drafted and signed off!

(roject (lan H ?nown as a work breakdown plan

%/E8& this plan includes a

hierarchical set of phases, tasks and activities to be undertaken. /hen the /E8 is complete the activities and tasks are assessed, sequenced, resources allocated and a project schedule is established. %8ee attached (roject (lan Template&

4esource plan H Although having identified the resources in the /E8 this is an in-depth plan allocating in detail, type of resource, quantity of resource, human resource and skill set, items, purpose, specification and quantity of material and equipment. 8mall breakout schedules are then compiled for each resource to enable there separate monitoring. %8ee attached 4esource (lan Template&

.inancial (lan H This is a detailed breakdown cost plan that identifies the costs associated with the resource plan. The e)pense schedule provides a quantified breakdown that can be used to monitor the forecast spending vs. the actual spending.

Iuality plan H To ensure the quality of the project a detailed plan is developed that identifies and clearly defines the quality e)pectations of the delivered project. This not only the entails the delivered product but the management procedures and processes to ensure that the clients e)pectations are met or e)ceeded in the delivered end product.

Acceptance (lan H This is a plan that documents the sign of or acceptance from the client on each deliverable. This includes documents, plans and finished

product. The need for this document is to safe guard all parties and ensure that sign off occurs in a structured manner before works proceed in earnest.

5ommunication (lan H This is the establishment of the reporting process for the project, who, when, where and how are the issues to be decided on and documented. 4esponsibility for the individuals involved is also detailed with regard to who, when, where and how.

(rocurement (lan H *dentifies the products or service to be sourced from specialist suppliers. *t also provides detailed information of the product, the reason for the products selection, procurement timeframe for the product and the selection process for the preferred supplier along with the ordering process.

Gra#h

taken

from

the

Project

Managers

Guidebook

Method %2! & em#o'ering managers to succeed

Project *+ecution

This phase is usually the longest and involves the e)ecution of all activities and tasks as detailed in the (roject (lan. During there e)ecution a series of management tools and processes are undertaken to monitor, control and communicate the status of the deliverables. The following are e)ecution able processes that occur during the phase, all elements have there own independent registers!

5onstruction > build deliverables H this is the physical construction of each item to the client0s acceptance > sign off. 6onitor and control H *s the process of a series of management tools initiated by the project manager that controls and records the activities of the deliverables. Time management H 4ecords the time spent by staff on the project. Time is a scarce resource and once lost is difficult to get back. 5ost management H costs and e)penses incurred on the project are identified, recorded, approved and paid. This is via e)pense forms and other project e)penditure forms related to project e)penses.

Iuality management H This is a control process including physical and managerial processes to ensure both the journey and the final product meet or e)ceed the client0s satisfaction.

5hange management H simply put it0s a process to record changes to the project. This can be design, timeframe, materials, quality e)pectation or deliverable, regardless of the discipline it0s the method to record and communicate the changes.

4isk management H is the process whereby all risks to the project in its entirety are assessed resolved and recorded. A risk can be identified at any stage as in all project it tends to be an organic process that evolves during its phased development.

*ssue management H 8ometimes referred to, as key issue management is a method by which any element affecting the project delivery or process is identified, timeframe assigned for resolution and issue resolved and recorded. #ormally also recorded within the change management register.

(rocurement management H (rocess of procuring and ordering materials and services within an agreed timeframe to the project teams and clients satisfaction inclusive of contract administration and contract close out.

5ommunication management H describes the process required to ensure the timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project information. *t consists of communications planning, information distribution, performance reporting, and administrative closure.

Gra#h taken from the Project Managers Guidebook

Method %2! & em#o'ering managers to succeed Closure

@nce the project is complete and accepted as such by the client it is now time for the formal closure of the project. Ey using the formula as above the project should have been a successful one that met or surpassed its objectives. (roject closure includes the following documentation and actions to formally close out the project!

*dentifying all outstanding items, activities, risks or issues. 'andover plan to transfer the delivered project to the client.

Detailing activities required so the client is self sufficient, conclude contracts, resources and handing over warranties etc.

5ommunicate the projects closure to all parties.

Gra#h

taken

from

the

Project

Managers

Guidebook

Method %2! & em#o'ering managers to succeed

Planning .easibility

,(roduction
o

Turno-er (tartu#

Design 6anufacturing Delivery 5ivil /orks *nstallation Testing

(roject .ormulation Ease Design

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.inal Testing 6aintenance

.easibility 8tudies

5ost

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8chedule

8trategy design Approval 9

5ontract Terms 9 5ondition s

Detailed (lanning

Above is a typical construction lifecycle graph as described and illustrated by 6orris %,--C&! .easibility H project formulation, feasibility studies, strategic design and approval. A go>no go decision is made at the end of this time.
o

(lanning and Design H base design, cost and schedule, contract terms and conditions, and detailed planning. 6ajor contracts are let at the end of this phase. (roduction H manufacturing, delivery, civil works, installation, and testing. The facility is substantially complete at the end of this phase. Turnover and start up H final testing and maintenance. The facility is in full operation at the end of this phase.

Project Management Processes (roject management is an integrated discipline, where action or inaction in any one area can and will usually affect others areas. These interactions are not always clear-cut and can affect different aspects in a subtle but damaging way. (6E@? %,---& using an e)ample as a scope change that will not affect the project cost, but it may affect team morale or product quality. These interactions and developments that occur during the project may>will require trade off0s among the project objectives, to enhance in one area another may suffer. *t is the project managers role to have a complete overview of the project and ensure the end objective is met and any trade off0s are insignificant come the end of the project. (roject management processes show these interactions with each other and show how project management processes interlink. (6E@? %,---& categori+es the processes into two major groups!
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(roject management processes that describe and organi+e the work. (roduct-orientated processes that specify and create the project product. Typically defined these are as shown in the project lifecycle as demonstrated in the previous pages.

These two processes overlap and interact continually, for e)ample how can the work program be completed without an understanding of the process involved in producing the product. The project management processes are then sub divided into five more groups, these groups link together because of the results they produce. These results or outcomes

become an input into another group and the interaction continues in this manner.

Project Grou#s in a Phase

As demonstrate above in the chart the five process groups are as follows! *nitiating processes H to recogni+e a phase should begin and committing to do so

(lanning process H developing and maintaining a suitable scheme that accomplishes the business need that the project was undertaken to address. $)ecuting process H coordinating resources, material and people to complete the task>plan 5ontrolling process H that monitor and measure the progress and ensure the project objectives are met. 5losing process H agreeing acceptance and sign off for the project or phase and documenting the fact.

These five elements or processes are not only a one-time event, they also overlap and affect following elements. As demonstrated below in graph form.

.-erla# of Process Grou#s in a Phase as Demonstrated

These processes are all detailed and documented in the (roject (lan, it is this plan that documents and controls the entire project process. The plan at initial stage may include generic resources and undated durations while the final plan reflects the specific resources and e)plicit dates as formulated through the organic developments that are a project.

.-er-ie' of Project Management Processes taken from PM/.0 "%111$

Project Integration Management Project Plan

Pur#ose

The project plan is the key document in the projects successful management and is developed at the initial project stage. This document is an organic one and is developed as the project develops. The two major processes are!

(roject plan development H taking the results of other planning processes and putting them into a consistant, coherent document. (roject plan e)ecution H carrying out the project plan by performing the activities included therein.

The project plan provides a statement of how and when the project objective are to be achieved, by detailing the major milestones, products activities and resources on the project. *t is a customi+ed document developed for each project from a standard template, tailored to suit the project. *t is used as a baseline against which all project activities and processes are monitored throughout the project, on a stage-by-stage basis. (6E@? %,---& state0s that the project plan is used for the following disciplines!

1uide project e)ecution. Document project planning assumptions. Document project planning decisions regarding alternatives chosen. .acilitate communication among stakeholders. Define key management reviews as to content, e)tent and timing. (rovide a baseline for progress measurement and project control.

In#uts to Project Plan De-elo#ment

Gra#h taken from PM/.0 "%111$

De-elo#ment
The project plan has tools and techniques that make up its contents, there are three main elements as shown below %(6E@? ,---&!

(roject planning methodology - This is any structured plan used to guide and direct the project team during the development of the project plan. *t can include a variety of soft and hard tools such as project management software and facilitated start up meetings.

8takeholder0s skills and knowledge H $ach stakeholder does>can have different skills and knowledge base, which can assist with the project in many ways. The project must be structured in such a way that stakeholders can contribute.

(roject 6anagement *nformation 8ystems %(6*8& H (roject management information systems consist of tools and techniques used to gather, integrate, and disseminate the information from the other processes.

*+ecution
(roject (lan e)ecution is the main process for carrying out the project plan. The majority of the budget is e)pended during this phase and therefore the biggest risk for the success of the project. During this phase it is critical that the project manager and project team direct and coordinate the technical and organi+ational interfaces that e)ist in the project. (6E@? %,---& states that it is the project process that is most directly affected by the project application area in that the product of the project is actually created here. There are si) main elements that make up the tools and techniques of the project plan e)ecution, (6E@? categori+es these as listed below!

1eneral management skills H These are skills like leadership, communication and negotiating, all essential to effective project management. (roduct skills and knowledge H there must be an appropriate knowledge and understanding of the products to be used and their methodology. /ork authori+ation system H this is a formal process whereby work is sanctioned formally to commence, either a package or specific activity, always in writing on larger projects, occasionally verbally on smaller projects.

8tatus review meeting H these are the regular scheduled project meetings. They are held between different levels of project team, suppliers, contractors, clients and stakeholders.

(roject 6anagement information system H as described before. @rgani+ational procedures H any and all of the organi+ations involved in the project may have formal or informal procedures useful during project e)ecution.

A (roject (lan consists of many disciplines, below is an e)ample of an actual (roject (lan contents sheet taken from an actual construction project for the office of science as illustrated below!

Project Plan 2or The .ffice of (cience 3estructuring Project

Table of Contents

Introduction

Mission 4eed Project Descri#tion)

o

Description of Desired end 8tate

3.,., 85 @rgani+ation 3.,.3 4oles, 4esponsibilities, Authorities, Accountability. 3.,.: 8ystems and (rocesses. 3.,.C 3.,.J Aaboratory 69@ 5ontracts. 4elationships with other D9@ @ffices.
o o o o

6anagement (rinciples 4equirements Assumptions (roject Accountability

Project Management .rgani5ation and 3es#onsibility

o o o o

(roject 6anagement Team (roject *mplementation Team /ork Ereakdown 8tructure 8upport 5ontractors

Project /aselines
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8cope 5ost

(roject 4esource 4equirements 4estructuring 5ost $stimate (hase , (hase 3 (hase :

8chedule

6nalysis and 6ssessments

/aseline Change Control Process

Project Controls and 3e#orting (ystem

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(roject 5ontrols 8ystem (roject 4eporting (roject 4eview

=.7

Transitions To @perations

=., (hase , H @bjections and Training =.3 (hase 3 H @bjections and Training =.: (hase : H @bjections and Training -.7 Appendices -., (roject 6anagement Team

-.3 (roject *mplementation Team -.: /ork Ereakdown 8tructure -.C (roject 6anagement 5ost estimate -.J 4estructuring 5ost $stimate -.B (roject 8chedule

The plan above demonstrates the core processes and elements as discussed earlier, it is as previously stated an organic document and is developed as the project continues, with detailed documents, team units, detailed planning for phases as they progress. *t is the responsibility of the project manager to ensure that the plan is updated as works proceed.

(ummary
(roject management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or e)ceed stakeholders needs and e)pectations from a project.

(roject management involves more than just what a project manager does, all team manager engage in some level of project management, whether meeting deadline, communicating with others, or estimating task durations. $veryone involved in the project contributes to its success. The lack of agreement regarding the theory of project management, as detailed previously, is an area that requires greater immediate attention from all professional and academic bodies. Although * agree with some of the conclusions offered by Aauri ?oskela 9 1regory 'owell %3773&, who argue that project management theory can be related to current production theory and treated as special production, there is no agreement by any professional body that this theory is relevant. Therefore as such an important profession involved in such a diverse range of industries, where huge amounts of money are e)pended it is ine)cusable that there is no agreed theory. @ne of the most important conclusions of Aauri ?oskela 9 1reg 'owells %3773& paper was their finding that the current problems associated with most project failure was the lack of theory, or the errors in the current project management practices caused by the lack of a profession to establish an agreed theory. They state management tools not utili+ed and e)ceeding budget and time over runs as a basic flaw in the current thinking and methodology of project management. .or project management to develop as a profession it is essential that a theory is developed, processes refined and universally agreed upon however, there are three major problems currently, one of the major causes of problems associated with projects in my 33 years e)perience, stems from people attitudes. The Them 9 us scenario, regardless of any new theory and refinements, attitude towards a team approach is the key to success. "ntil we learn to respect each other and each other0s discipline and work as one-unit projects will always fail. 6aybe project management theory is a mi) of Kproduction theory, management theory and behaviour science, particularly as every project is unique therefore we are people reliant.

Another key aspects is the project life cycle, as shown in the main te)t there are processes that need to be finished before others commence, sequential processes, again however, in today0s globally competitive market place one of the key factors in selection of a project management team by a client is a team that can say G$8 to the clients demands, on time, cost and quality, particularly on time. This means that the word fast track is a generally used term for the majority of projects, commencing before they are properly researched and designed, this provides an uncertain end product with regard to quality and an uncertain end cost. Also there is a lack of understanding towards the actual processes that occur during construction, packages are awarded in this scenario that interlink with others, however due to lack of understanding and communication with the project team errors and delays occur as works are delayed by this overlap, the sequence of works. The above statements are supported by Aauri ?oskela 9 1reg 'owell %3773& who state that the present doctrine of project management suffers from serious deficiencies in its theoretical base, it rests on a faulty understanding of the nature of work in projects, and deficient definitions of planning, e)ecution and control. They also conclude that in the present big, comple) and speedy %fast track& projects, traditional project management is simply counterproductive! it creates self-inflicted problems that seriously undermine performance . The lack of project management theory as shown in previous professional and academic papers %(6E@? ,--- and ?loppenberg and @pfer 3777& is a worrying omission, this combined with the problems on many project % An e)ample, wembley football stadiums, current 3 year over run& and the papers by ?oskela 9 'owell %3773& 9 ?oskela 9 4ubin <rijhoef %377:&, can only bring us to one conclusion. The conclusion from the academic and professional research available, is that the final statement in the ?oskela %3773& paper is an accurate one. This state0s The present evidence is strong enough for the claim that a paradigmatic transformation of the discipline of project management is needed. The transformation required implies that a

more intimate relation between theory and practice must be created in project management. Theory and practice have to be developed concurrently, similarly to other science-based fields, where theory is e)plicated, tested and refined in a continuous dialog between the scientific and practitioner communities .

/ibliogra#hy

The Art of (roject 6anagement; 'ow to 6ake Things 'appen > 8cott Eerkun, @04eilly 6edia *nc, 8ept 377J A 5all for (aper on (roject 6anagement Theory

Aauri ?oskela. 5(6 Lames in L. 5onstruction @0Erian, 6anagement .redric H A. 8i)th $dition (lotnick

6cgraw-'ill, c 377B 5onstruction (enoyre 9 (rasad /hite (aper H />A,; Drivers @f 5hange *n The 5onstruction *ndustry 5hange; /hat 5an * Do

$gan, Aatham 9 *ndustry *nitiatives The Dynamic Easeline 6odel for (roject 6anagement

(roject 6anagement 5onsulting > A$/ 8ervices, April 377,. The .uture of (roject 6anagement

(roject 6anagement *nstitute, ,--The Toney 8isk The 'uman 4esource 6anagement *mplications of Aean 5onstruction; 5ritical (erspectives 9 5onceptual 5hasms > 8tuart 1reen > (aper, 3773 *nternational (roject 6anagement > @wen Lay 6urphy, 'istory of (roject 6anagement

Thompson 8outhwestern, c 377J

Aean Thinking H Eanish /aste 9 5reate /ealth in Gour 5orporation > L. /omack .ree (ress, c Luly 377: (roject 6anagement 1uidebook H $mpowering managers to succeed

6ethods ,3:, 377: (roject (6*, ,---. (roject Eright *nteractive Atd ,----377B (roject Aifecycle Euild Aifecycle 6anagement H Eody of ?nowledge

Eright *nteractive Atd ,----377B The (revalent theory of 5onstruction is a 'indrance for *nnovation

Aauri ?oskela 9 4uben <rijhoef The (roject Aifecycle; .our Easic (hases

(roject 6anagement /isdom, 377, (roject Aifecycle 6odels; 'ow They Differ and /hen to "se Them

Eusiness e8olutions. (roject 6ariosale)androu.com (roject Allen /eb (roject 6anagers 6emorandum of Agreement and 5onditions on $ngagement (roject 6anagement (anel > c ,--The (ortable 6EA in (roject 6anagement > $dited by $ric <er+uh 6anagement 'istory Aifecycle Definition

Lohn /iley 9 8ons, c 377:

(roject 6anagement; A (rofession based on ?nowledge or .aithM H *nternational Lournal of (roject 6anagement. Turner. L. 4odney. <ol ,2, #o B, pp :3--::7 4eforming (roject 6anagement; The role of Aean 5onstruction

Aauri ?oskela 9 1regory 'owell 4esearching the "nanswered Iuestions of (roject 6anagement H (roject 6anagement 4esearch at the Turn of the 5entury. (roceedings of (6* 4esearch 5onference 3777. 6orris, (eter /.1 3777. (p =2-,7, 4*EA Lournal; Architects 9 The 5hanging 5onstruction *ndustry

4*EA Luly 3777 Lournal The Theory of (roject 6anagement; $)planation to #ovel 6ethods

Aauri ?oskela 9 1reg 'owell, 3773 Theory of 5onstraints 6anagement > Dee Eradbury Lacob 9 /illiam T 6c5elland 1oldratt 'istory of (rocess Iuality Associates *nc *nstitute, (roject 377, 6anagement

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