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Acknowledgements | |
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Using this book | |
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About the author | |
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Introduction | |
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Starting your project | |
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Introduction | |
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The project objectives | |
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The business case | |
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The project management plan (PMP) | |
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The purpose of the project management plan | |
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The project management plan (example) | |
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Project success and benefits management | |
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Benefits vs project success | |
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Key performance indicators (KPIs) | |
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Avoiding project failure | |
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Twenty actions to help ensure project success | |
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Project manager's weekly checklist | |
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Ten tips for guaranteed failure | |
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Financial evaluation in projects | |
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Things to consider | |
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Conclusion | |
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Case study: Starting projects at Subsea 7 | |
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Defining your project | |
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Introduction | |
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The product breakdown structure (PBS) | |
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The work breakdown structure (WBS) | |
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The organizational breakdown structure (OBS) | |
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The cost breakdown structure (CBS) | |
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The responsibility assignment matrix (RAM) | |
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Assigning responsibilities to tasks | |
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Steps in developing a breakdown structure | |
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Common-sense guidelines | |
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Requirements management | |
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Why do we need requirements management? | |
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Project programme planning | |
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When to use programmes | |
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How to set them up | |
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Managing programmes | |
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Consolidations | |
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Things to consider when defining your project | |
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Conclusion | |
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Case study: Halliburton and project definition | |
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Planning your project | |
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Introduction | |
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Scope management | |
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Analysing the network | |
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Dependencies | |
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Estimating | |
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The forward pass | |
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Float | |
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Critical path | |
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Project resources | |
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Managing the schedule | |
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Things to consider when planning | |
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Conclusion | |
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Case study: Planning the AMEC way | |
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Executing your project | |
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Introduction | |
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Set the measure | |
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Cost reporting | |
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Information for updating project progress | |
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What are the benefits? | |
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Change control | |
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Project close-out and handover | |
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Things to consider when executing a project | |
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Conclusion | |
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Case study: WGPSN project management framework | |
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Risk and your project | |
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Introduction | |
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Risk cultures | |
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Stage 1: risk identification | |
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Stage 2: risk impact analysis | |
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Stage 3: probability analysis | |
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Stage 4: risk exposure | |
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Stage 5: mitigation strategy | |
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Stage 6: risk monitoring and review | |
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Things to consider with risk and your project | |
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Conclusion | |
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Case study: Managing risk the Mott MacDonald way | |
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Estimating your project | |
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Introduction | |
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The importance of estimating | |
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Estimating techniques | |
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Introduction to estimating | |
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The importance and practical difficulties of estimating | |
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The estimating funnel | |
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Classes of estimate | |
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Estimating techniques | |
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Uncertainty and risk | |
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Summary of the basic rules for estimating | |
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Common mistakes | |
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Things to consider when estimating | |
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Conclusion | |
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Case study: Estimating the AMEC way | |
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Project leadership | |
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Introduction | |
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Leadership vs management | |
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Leading in a project environment | |
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Visionary | |
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Articulation of the vision | |
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Preparing the vision | |
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Tools and approaches | |
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Motivation | |
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Conflict management | |
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Conflict resolution summary | |
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Case study: Leadership at Southwest Airlines | |
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Teams and your project | |
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Introduction | |
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Team requirements | |
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Team development | |
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Developing the project team | |
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Team chemistry | |
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Things to consider | |
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Conclusion | |
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Case study: W L Gore | |
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Team health check | |
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Glossary of terms | |
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Index | |