Project management and project network techiques

Project Management and Project Network Techniques seventh edition Keith Lockyer and James Gordon FT Prentice Hall Project Management and Project Network Techniques • • • • We work with leading authors to develop the strongest educational materials in management, bringing cutting-edge thinking and best learning practice to a global market Under a range of well-known imprints, including Financial Times Prentice Hall, we craft high quality print and electronic publications which help readers to understand and apply their content, whether studying or at work To find out more about the complete range of our publishing please visit us on the World Wide Web at: www.pearsoned.co.uk Project Management and Project Network Techniques Seventh edition of Critical Path Analysis and Other Project Network Techniques Keith Lockyer BSc Emeritus Professor of Operations Management, University of Bradford James Gordon PhD, MSc, DLC, CEng, FlEE, FAPM, FRSA Past Chairman BSI Committee on Project Management, Convener ISO Working Group on 'Guidelines for quality management in projects' An imprint of Pearson Education Harlow, England· London New York > Boston San Francisco Toronto « Sydney Singapore Hong Kong Tokyo Seoul Taipei New Delhi· Cape Town Madrid Mexico City· Amsterdam· Munich· Paris· Milan Pearson Education Limited Edinburgh Gate Hariow Essex CM20 2JE England and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsoned.co.uk First published in Great Britain in 1964 Sixth edition 1996 Seventh edition 2005 © Keith Lockyer and James Gordon 1996, 2005 The rights of Professor Keith Lockyer and Dr James Gordon to be identified as authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1998 All rights reserved; no part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without either the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London WIT 4LP lSBN-lO: 0-273-69378-6 ISBN-13: 978-0-273-69378-9 British Library Cataloguing in Publication Data A ClP catalogue record for this book can be obtained from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the Library of Congress 1098765432 09080706 OS Typeset in Stone Serif 9.5/12.5 by 30 Printed in Great Britain by Henry Ling Ltd., at the Dorset Press, Dorchester, Dorset The publisher's policy is to use paper manufactured (rom sustainable forests To Doris and to Antoinette Contents Preface Introduction Definition of a project Common elements of a project 'I Revenue and capital projects How is a project different from other operations? Four phases of a project Why project management? Projects and company organisational structures The The The The The hierarchical functional structure matrix structure problem of dual reporting need for a corporate culture pure project structure xi 1 2 3 9 11 12 13 14 Project organisation 16 The project manager Desirable skills The project team 16 17 19 Planning the project 21 Outline of planning concepts \./ 21 Opportunity costs Elements of project planning v/ The work breakdown structure Introduction to project planning techniques The network as a budget Card networking/bar charting 22 23 24 25 31 32 Quality and reliability management in projects The quality and reliability concepts of project management Project quality and the parent organisation Project processes and quality 34 35 37 37 vii Contents Projects and procurement Procurement processes Sources of information Tasks of the procurement group Projects and risk management uncertainty and risk Sources of risk Risk assessment Risk identification The response to risk Risk mitigation Examining the project Time-related processes Cost-related processes Resource-related processes Planning and the project duration Reducing the total project time The final network Controlling time Measurement of activities Comparing and reporting Forecasting and taking corrective action Other control systems 10 Controlling cash Control during the life of a project Cost control Earned value Budget preparation The budgeting system Planned and actual costs Improving the data Cost and schedule variances Variance analysis Forecasting Comparing projects The time value of money The application of network techniques The following are particular to: Activity-an-arrow (AaA) systems: Chapters 11, 13 Activity-an-node (AaN) systems: Chapters 12, 14, 15 viii 41 41 43 43 47 48 48 51 51 52 53 55 55 56 56 57 58 64 66 67 68 69 71 73 73 74 75 75 77 78 80 80 85 85 87 88 92 Contents 11 Drawing the activity-on-arrow network 94 94 95 102 106 110 Elements of an activity-an-arrow network Conventions adopted in drawing AoA networks Dummy activities Overlapping activities Drawing the network 12 Drawing the activity-on-node network 113 113 119 Elements of an AoN network Drawing the network 13 Analysing the activity-on-arrow network Activity and event times The calculations in detail The critical path Activity times - a recapitulation Float or slack Generalised rules for analysis Intermediate imposed times 14 Analysing the activity-on-node network Calculating the total project time The AoN node in practice Float ' 122 122 125 127 129 131 135 136 137 137 143 143 15 Precedence networks - multiple dependency activity-on-node Four dependencies Activity times and precedence networks Finish-to-start Start-to-start Finish-to-finish Start-to-finish Several dependencies at a node Lag-start, lag-finish Float Node symbols in AoN networking 16 The network and the bar chart The time-scaled network Analysis by bar chart 147 147 149 150 151 152 154 155 156 158 159 160 161 168 ix Appendix III Glossary of terms Latest finish time of an activity (LFf): the latest possible time by which an activity can finish without affecting either the total project time or the logic of the network Latest start time of an activity (LST): the latest possible time by which an activity can start without affecting either the total project time or the logic of the network \ 'Loop: an error in a network which results in a later activity imposing a logical restraint on an earlier activity.' 'Milestone: (key event): an event selected for its importance in the project It will often have an imposed date.' Negative float: the time by which the duration of an activity or chain of activities must be reduced in order to permit a scheduled date to be achieved Negative slack: the time by which the difference between the earliest and latest event times for an event must be increased in order to permit a scheduled date to be achieved 'Network: a diagram representing the activities and events of a project, their sequence and interrelationships.' Node: another name for event PERT: a name for a network analysis technique formed from the words program evaluation and review technique Originally requiring the use of three estimates of the duration times, the name is now usually accepted as one of the generic names for network techniques Phase: that part of a project during which a set of related and interlinked tasks are performed (Note a project consists of a series of phases that together constitute the project life cycle.) Precedence Diagramming: a networking system wherein an activity is represented by a node and dependencies are shown by solid arrows At least four types of dependency can be shown, each having different locations on the associated activity nodes, namely: Finish-to-start - the start of an activity depends on the finish of its predecessor Finish-to-finish - the finish of an activity depends on the finish of its predecessor Start-to-start - the start of an activity depends on the start of its predecessor Start-to-finish - the finish to an activity depends on the start of its predecessor Project network techniques (PNT): the generic term for that group of techniques whereby a project is represented by a set of nodes joined by a set of arrows It embraces both the system where the activity is represented by an arrow (activity-an-arrow (AoA) technique) and where the activity is represented by a node (the activity on node (AoN) technique) Resource: anything other than time that is necessary for carrying out an activity It maybe: Simple (non-storable) - if not used when available it is extinguished Pool (storable) - may be used when required, 'Resource aggregation: the summation of the requirements of each resource, and for each time period.' (Note: where the earliest start time of an activity is used alone, it is often termed an 'early-start' aggregation Similarly a 'late-start' aggregation uses the latest start times of an activity only.) 247 Project management and project network techniques 'Resource cumulation: the process of accumulating the requirements for each resource to give a total required to date at all times throughout the project.' 'Resource levelling: process of amending a schedule to reduce the variation between maximum and minimum values of resource requirements.' 'Resource limited scheduling: scheduling of activities, so that predetermined resource levels are never exceeded.' 'Resource optimisation: the manipulation of the network to try to ensure that the resources required and available are in balance.' 'Resource smoothing: scheduling of activities within the limits of their float, so that fluctuations in individual resource requirements are minimised.' Resource totalling: equivalent to resource aggregation Scheduled date or Scheduled time: equivalent to imposed date Secondary float: when a scheduled date is imposed upon an activity which is not a final activity, a secondary critical path can appear which is the timecontrolling sequence between the start and the scheduled event, or between two scheduled events Activities not on this critical path but which contribute to the achievement of the event possess float with respect to this secondary critical path, and this is said to be secondary float Semi-critical path: that path which is next to the critical path when all paths are arranged in order of float 'Slack: latest date of event minus earliest date of event (may be negative) The term slack is used as referring only to an event.' Stage: used in some areas of industry instead of phase Sub-critical path: a path which is not critical Tail-event: the event at the beginning of an activity Tail slack: the slack possessed by an event at the tail of an activity Task: group of activities which are the responsibility of a single owner Time available: another name for activity span 'Time limited scheduling: scheduling of activities so that the specified project duration, or any imposed dates, are not exceeded.' Total float: the total float possessed by an activity The difference between the LFT and EFT 'Trading off: the transferring of resources from one activity to another This is usually accompanied by changes in duration times, and is carried out to affect the resource distribution.' Work breakdown structure: way in which a project may be divided by level into discrete groups for programming, cost planning and control purposes.' 248 Index Acquisition, 41 Activities dependency rule, 99 hammock in AoA, 73, 99, 101 hammock in AoN, 74, 77,99,119 interfacing in AoN, 118 labelling (numbering) in AoN, 95 list of in AoA, 110 list of in AoN, 120 overlapping in AoA, 106 overlapping in AoN, 116 records in termination phase, 212 time in AoN, 122, 212 Activities and events fundamental properties of, 98 Activity and event time, confusion between in AoA, 122 duration, 32, 48 finish in AoN, 117,166 scheduling, 180 splitting, 190 start in AoN, 117,164,199 time in AoA, 122 in AoN, 115, 121, 149 times in precedence network, 149 Activity and event times in AoA, 122 Activity-on-Arrow activities, 94 activities and events, graphical representation, 95 conventions used, 95 elements of diagram, 94 events, 97 head and tail nodes, 97 identifying activities, 97 labelling nodes, 96 representation of time, 97 Activity-on-Node activities and dependencies, graphical representation, 113 activities in, 119 conventions used, 119 elements of diagram, 119 Actual cost of work performed (ACWP), 80 Aggregation earliest start, 177, 178 latest start, 177,179 of resources, 177 Alternatives methods, 181 problems of, 181 resources, 181 sequences, 181 Analysis by bar chart, 168 generalised rules in AoA, 135 Analysis table in AoA, 130 in AoN, 142 Application of project network techniques (PNT), 92 Appraising, 89,90 249 Index Backward pass in AoA, 122, 126 in AoN, 140 Bar chart, 25, 160 marking progress, 68 relationship to project network techniques (PNT), 160 Baseline for control measurement, 81 Blackboard use of, 111, 120 Budget costs, 78 variances, 78 Budget, financial a definition, 31 Budget preparation, 75 budgeting system, the, 77 cost aggregation, 77 cost centre codes, 76 cost estimation, 75 data collection, 75 procedure, the, 77 using the WBS, Budgeted cost of work performed (BCWP), 80 Budgeted cost of work scheduled (BCWS), 81 Budgeting the procedure, 77 Business case, Calculating total project time (TPT) in AoA, 122 total project time (TPT) in AoN, 137 Calculation of load, 176 Cascade chart computer drawn, 171 manual, 170 Chalk, 111, 120 Champion, 7,8 Change control configuration management, 23,38 data required, 82 objective of system, 82 250 Charge/booking number, 78 Commitment, 11, 13, 24, 35, 45, 78, 80 Committed costs, 78 Communications importance of, 39 Comparing projects, 87 an example, 87 performance indices, 86 Computers, 92, 200 Configuration management change control, 72 Continual improvement, 34,35,36 Contingency plans, 47, 53 Control and cash, 73 Control systems features of, 74 Controlling time, 66 comparing and reporting, 68 interaction with other systems, 71 Cost aggregation, 77 Cost codes care in use of, 76 problems for company new to projects, 76 problems of existing systems, 76 relationship to activities, 76 use in budgeting, 76 Cost control, 74 cost of activities, 73 earned value analysis, 75 for project control, 56 hammock activities, 73 importance in projects, 73 improving the data, 80 project and company differences, 73 project budget, 75 variation with contract type, 73 Cost performance index (CPl), 86 Cost slope concept, 62 dangers of, 63 example, 62 Costs actual, 78 allocation to project, 77 Index charge/booking number, 78 committed, 78 not in the network, 78 opportunity, 22 project costing systems, alternative figures, 77 sources of data, 78 two sources of error, 78 variance, 80 Cost-plus, 73 Cost-reimbursable, 73 Critical activities, 55 Critical path identified, 122, 127, 129, 141 secondary, 136 tertiary, 136 Criticality, 180, 211 Crossroads, 64, lOS, 210 Cumulation of resources, 178 Dangle, 100 Data imperfections of, 181 Dependency arrow in AoN, 113 finish-to-finish, 148 Finish-to-start, 115,147 four in precedence AoN, 147 multiple in common, 148 representation of time in AoN, 115 several at a node, ISS start-to-finish, 148 start-to-start, 148 Design/make projects, 201 Detail appropriate, Ill, 120 danger of excessive, 30, Ill, 120 rules concerning, Ill, 120 Diary, 6, 206 Discounting, 89 Documentation,S, 37, 39, 41, 45, 78 Document flow in projects, Drawing the AoA network, 94, 110 Drawing the AoN network, 113,119 Dummy activities in AoA, defined, 102 direction of, 102, 105 identity, 102 logic, 103 transit time, 106 Earned value, 75 Elemental trend analysis, 201 Eraser need for, 110, 120, 207 Errors two in AoA, 99 two in AoN, 118 Essential features of control systems, 74 Event time in AoA earliest, 122 latest, 122 Finance, 43, SO Finish-to-finish dependency in precedence network, 152 Finish-to-start dependency in precedence network, 150 Fixed-price, 73 Float, 131, 143 free, 131 in precedence network, 158 negative, 133, 146 rules for calculating in AoA, 134 total in AoA, 131 total in AoN, 143 Forecasting, 55, 69, 86 corrective action and, 69 estimated cost to complete (ECC), 86 example using PNT, 70 forecast cost at completion (FCC), 86 plotting actual vs planned, 71 predictive power of PNT, 69 time to completion, 86 Forward pass in AoA, 125 in AoN, 138 Free float defined, 133 Gantt chart, 25 example, 25 three disadvantages, 27 251 Index Halation, 30 Hammocks indirect expenses, 77 overheads, 77 use in cost control, 73 Hazards, 48, 51 Head-node, 124 Identifiers, 95, 102, 210 Imposed times intermediate, 136 Information flow in the project, 211 Interested parties, 20, 23, 35, 37, 38, 48, 111, 121 Interfacing, in AoA, 100 in AoN, 117 Interlinking, 37,38 Interlinking and change management, 38 Interlinking and interaction management, 38 Interlinking and the project management plan, 38 Interlinking processes, 38 Internal rate of return, 89 Junction, 94, 108 Key event schedule, 56 Key events milestones, 56 Labelling (numbering) nodes, in AoA, 95 Lag-start and/or finish, 156 Lag-finish, 148, 149, 156 Lag-start, 147, 149, 156 Length of arrows, 95 Levelling effect of, 187 Line of balance (LoB), 200 where used, 200 Load drawing the histogram, 184 effect of levelling, 187 histogram, 183 252 levelling, 185 Loading, defined, 172 Log, project, 6,31,34,49,56,57, 206, 212 Logic head and tail labels specify in AoA, 95 two errors in AoA, 99 two errors in AoN, 118 Looping, 99, 118 Matrix organization, 11 advantages of, 13 disadvantages of, 13 need for corporate culture, 13 problem of dual reporting, 12 reasons for, 11 Measurement of activities, 67 accuracy, 67 number of processing points, 67 pertinence, 67 precision, 67 speed of data collection, 67 Milestones in AoA, 101 in AoN, 116 key events, 55 Money discounting, 88 present value (worth), 87 time value of, 88 Multiple starts and finishes in AoA, 101 in AoN, 117 Multi-dependency, 116,210 Multi-disciplinary, 17 Needful as a test for an activity, 94, 113 Negative float, 133, 146 Network and Bar Chart, 160 Network budget, 31,57 communication tool, 57 detail in, 31 Index hierarchical set of networks, 31 hierarchical set of plans, 58 monitoring progress, 68 negative float at update, 68 re-analysis at updates, 68 tasks in the WBS, 57 statement of policy, 57, 110, 119 Node burst in AoA, 99 in AoA, 94 in AoN, 113 merge in AoA, 99 Start and finish in AoN, 117 symbols in AoN, 159 Non-storable (simple) resource, 173 Operational processes, 39 communications, 39 cost, 39 personnel, 39 procurement, 39 project scope, 39 resources, 39 risk, 39 time, 39 Opportunity costs, 22 application of, 22 definition of, 22 example, 22 Optimality, 182 Organisational structure, advantages of hierarchical, 10 authority relationships in, 15 disadvantages of hierarchical, 10 hierarchical functional, matrix, 11 pure project structure, 14 Overheads, 13,56, 74, 78 Panacea networks not a, 31,69 Personnel people in projects, 40 structure of the organisation, 40 team building, 40 team building and training, 40 PERT, 94 Phases four basic, in projects, 205 Planned and actual costs, 78 Planning and project duration, 58 Planning projects, 21 elements of, 23 outline of concepts, 21 strategical plans, 21 tactical plans, 21 Post-project, 211 Postmortem, 212 Practical considerations in conception phase, 205 in development phase, 207 in realisation phase, 211 in termination phase, 212 Precedence diagrams, 113 Precedence networks, 147 Probability, I, 52, 53 Problems of alternatives, 181 of optimality, 182 three in resource analysis, 181 Process definition, 34 Procurement additional duties, 41 advising on prices, 45 consequences of problems, 42 delivery promises, 45 discussions with suppliers, 45 disposal of materials post-project, 46 four problems in projects, 43 identify critical items, 207 material specifications, 44 officer, 42 processes, 41 purchasing, 44 sources of information, 43 storage and control of materials, 45 suppliers, finding and approving, 44 supply chain tasks of procurement group, 43 253 Index Procurement (continued) vendor surveillance, 45 Procurement and projects, 41 Progress meetings, 211 monitoring, 55 Project capital, champion, common elements of, consortium, definition of, document sequence, duration, 57 four phases of, revenue, Project acceptance criteria, define, 205 Project budget, 76 preparation of, 74 Project introduction effect of management interest, Project log, 6, 206 conversion to final report, 212 maintaining the, 212 Project management, the reasons for, why different to line management, Project management plan, 5,6,23, 32,34-9,40,47,52,72 budget and financial statements, 23 change and configuration management, 23 characteristics of a good plan, 29 dating issues of, 207 levels of, 23 need for flexibility, 211 predictive power of networks, 211 preparing by other techniques, 211 preparing network plans, 207 progress reporting, 211 statement of work (SOW), 24 responsibility for, 23 timetable of work, 23 254 work breakdown structure, 24 work package, 24 Project manager, 16 appointment of, 206 desirable skills of, 17 responsibility for SOW, 24 Project network techniques (PNT), 28 acceptable logic, 28 Activity-on-Arrow (AoA), 29 Activity-on-Node (AoN), 29 effect of time analysis, 29 introduction into an organisation, 30 origins and development of, 28 resource concepts, 28 the basic structure of, 28 two families of PNT, 29 useful by-products, 29 where they can be used, 30 Project objectives, define, 205 Project organisation, 16 project manager, 16 project team, 19 Project phases conception, development, realisation, termination, Project planning, and the bar chart, 25 card networking, 32 establish techniques for, 207 and the Gantt chart, 25 and the Project management plan, 38 schedule and its data needs, 32 techniques, 25 vital aspect, 32 Project product, variety of, 16 Project structure advantages of, 15 Project team, 19 appointment of, 206 changes during project, 20 desirable characteristics of team, 20 Index involvement in design, 206 need for good communications, 20 problems in functional organisation, 19 update specification with customer, 207 Project time reduction, 58 by increased costs, 61 by increased risk, 61 by transfer of resources, 61 effect of increased duration, 63 final network, 64 gain time early, 65 overlapping activities, 60 questioning method, 59 Projects and risk, 47 Purpose of project need to define, 110, 119 Quality in projects and project management, 34 in projects and the parent organisation, 37 problem of definition, the, 37 Quality management in projects, Quality and reliability management in projects, 34 effect on project processes, 37 effect on project processes, interlinking, 38 effect on project processes, operational, 39 effect on project processes, strategic, 37 five quality and reliability concepts for projects, 35 Relationship between time and labour, 63, 174 Relationship of quality, cost and time, 205 Reliability, 34 defined, 35 Reprocessing, 68 Rescheduling, 189 Resource, aggregation, 176, 177 analysis,l72, 173 ceiling, 185 control, 173 procedures and monitoring, 57 criticality, 180 cumulation, 178 defined, 173 definition of, 174 four Ms, 56 information on activity, 174 levelling, 181, 186, 189 manual shortcuts, 175 non-storable, 173 planning, 56 requirement, 178 smoothing, 181 storable, 173 Resource allocation, 172, 181 general considerations, 199 parallel procedure, 190, 193 resource limited, 190, 191 serial procedure, 190, 191 smoothing, 195 time limited, 190, 195 Resource-hours, 174 Resource-limited, 172, 191 Risk definition of, 47 hazards, 48 in projects, 48 opportunities, 48 response to, 52 subjective, 54 Risk analysis, 51 Risk and uncertainty, 48 Risk assessment, 51 Risk identification, 51 Risk management, 47 not an option, 47 Risk mitigation, 53 acceptance, 53 avoidance, 53 deferral, 53 reduction, 53 255 Index Risk mitigation (continued) transfer, 53 Risk register, 6, 52 Risk sources, 48 financial, 50 managerial, 50 people, 49 political, 50 technology, 49 timing, 48 S-curve, 195 (See also Fig 17.4, 180) Schedule Schedule performance index (SPI), 86 Schedule variance, 80 Schedules updating, 56 Scheduling defined, 188 Scope processes, 39 definition of project scope, 39 Slack defined, 133 Splitting of activities, defined, 190 Standard networks/plans, 212 Start-to-finish dependency in precedence networks, 154 Start-to-start dependency in precedence networks, 151 Statement of work (SOW), 24 Storable (pool) resource, 173 Strategic, 21 Strategic processes, 37 policies for operations, 37 Sub-networks, 101 Sub-project, 24, 75, 76, 77, 207, 212 Supply chain, 41 Tactical, 21, 22 Tail-node, 124 Time, activity in AoA, 122 256 activity in AoN, 137 consistency of units, 56 control, 66 scaled network, 161 scaled network in AoA, 161 scaled network in AoN, 167 value of money, 88 Time control and other systems, 71 Total float, defined, 131, 144, 158 in AoA, 131 in AoN, 143 in precedence network, 158 Traceability, 34, 39 Tri-sected, node in AoA, 122, 123 Two unanswerable questions, 213 best form of network, 213 best project management program, 214 Uncertainty and risk, 48 Updating, 56, 210 avoid recriminations, 69 data format, 69 effect on level of detail, 56 frequency, 56 marking progress on bar chart/ network, 68 negative float, 68 problems of data, 68 re-analysing the network, 68 schedules, 56 value of the computer, 69 Value discounted cash flows (DCF), 89 present value of money, 88 time value of money, 88 Variance analysis information required, 85 Variances, 80-6 budgeted - committed costs, 80 cost, 80 example of use, 79 Index improving the data, 80 in combination with WBS, 81 information they yield, 81 schedule, 80 sources of error, 80 What-if, 63 Work available/capacity, 17S breakdown structure (WBS), 24 relationship to bar chart, 2S use for budgeting, 76 content, of activity, 7S package, 76 required, 173, 174 SOW and data required, 24 statement of work (SOW), 24 257 ,' ,:"",-_1 ' "" i.: \i ':j-j ) , , -) j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j j J Project Management and Project Network Techniques seventh edition The key strength of this classic text is the clear and detailed coverage of the myriad of planning techniques that can be used to structure the process of project management With comprehensive coverage of the concepts and principles of project management and the phases of managing a project, this seventh edition reflects the most recent developments in techniques and practice The authors have avoided orientating the book towards any particular industry or the use of any specific software, and distil their wealth of experience in a straightforward and user-friendly style ' "Good coverage of networking principles and diagrams which are useful to both students and project professionals." Liz Lee-Kelly, Lecturer in E-Business and Project Management, School of Management, University of Surrey "Very good on the details of project network techniques " Christine Urquhart, Senior Lecturer in Informa tion Studies, University of Wales, Aberystwyth This book is ideal for business or engineering students studying project management, and is equally useful for practising project managers Professor Keith Lockyer is Emeritus Professor of Operations Management, University of Bradford ea ures: • Updated throughout ISO and aSI stand Extended coverage management and me 'eamed value' • : - ~vtAnc:l\lA r::In Dr James Gordon is past Chairman of the BSI Committee on Project Management and Convener of the ISO Working Group on 'Guidelines for quality management in projects' : : "" ISBN 0-273-69378 -6 1111 I FT Prentice Hall -' ~ A N CJ i\ L TIME S ~ An imprint of _ 780273 693789 ... management in projects The quality and reliability concepts of project management Project quality and the parent organisation Project processes and quality 34 35 37 37 vii Contents Projects and procurement... includes knowledge of, and the ability to implement, appropriate office and technological systems for both the project team and the project 17 Project management and project network techniques S... project and take over the next project are common in some industries but less so in others, particularly manufacturing Project management and project network techniques Common elements of a project