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The Handbook of Project-based Management: Leading Strategic Change in Organizations Hardcover – 1 Nov 2008


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Product details

  • Hardcover: 452 pages
  • Publisher: McGraw-Hill Professional; 3 edition (1 Nov. 2008)
  • Language: English
  • ISBN-10: 0071549749
  • ISBN-13: 978-0071549745
  • Product Dimensions: 15.7 x 3.6 x 23.6 cm
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (4 customer reviews)
  • Amazon Bestsellers Rank: 521,332 in Books (See Top 100 in Books)
  • See Complete Table of Contents

More About the Author

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Product Description

From the Publisher

 Gives practical guidance on how to manage the scope, organization and risk of a project.
 Provides comprehensive strategies for coping with project problems.
 Up to date coverage of standard project management procedures available including a description of Prince 2 and ISO 10,006.
 Improved coverage of multi-project management.
 Includes real life examples and case studies from around the world. --This text refers to an out of print or unavailable edition of this title.

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 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.


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24 of 24 people found the following review helpful By Gerard Kroese on 30 Nov. 2002
Format: Hardcover
J. Rodney Turner was Director of Project Management at Henley Management College (UK), where he used to run an MBA programme for project-based management. In 2001, he was Professor of Project Management at the Erasmus University in Rotterdam, Netherlands. This book is part of the Henley Management Series and is split up six parts, with each part consisting of 2-to-7 chapters.
Part I - Introduction - provides an introduction into project management. Chapter I explains the difference between projects and operations, project objectives (managing scope, organization, quality, cost, and time), and the three dimensions of project management (objectives, management processes, and levels). Turner also gives an introduction into the structured approach to the management of projects, which is the basis/structure of the total book. This chapter is perhaps the most essential of the complete book.
Part II - The Context of Projects - describes the different settings of projects. The author describes projects for implementing corporate strategy, possible relationhip(s) to the parent organization, and strategic management of projects. These chapters are especially useful for specialists in order to understand and appreciate the place of projects within the overall organization.
Part III - Managing the Project Objectives - is the most comprehensive part of the book. It introduces methods, tools and techniques for managing the first dimension of project management, the five project objectives: scope, project organization, quality, cost, time, and the inherent risk. It also explains how to balance the systems and project objectives. Although most tools are explained in detail, there is better literature available for management of these methods, tools and techniques.
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Format: Hardcover
This is a powerfull book giving the insight of project management with the most updated example. As a practitioner and pg student, I found this book referring wide perspective of the subjetcs and drawing them from different angle.

I worked on risk management assigned few weeks ago and then started excercising this book. The example of risk response strategy compared to the cowboy's gunfight is fresh and easy to understand. The classification of risk identification into two processes, creative and mechanistic methods, promotes a new understanding of what I have done many times in project life.

Either you are practitioner or student, as long as you wish you to be a self reflective thinker, this is a book you deserve to read.

cheers, ari-uk
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1 of 2 people found the following review helpful By Gerard Kroese on 13 Dec. 2002
Format: Hardcover
J. Rodney Turner was Director of Project Management at Henley Management College (UK), where he used to run an MBA programme for project-based management. In 2001, he was Professor of Project Management at the Erasmus University in Rotterdam, Netherlands. This book is part of the Henley Management Series and is split up six parts, with each part consisting of 2-to-7 chapters.
Part I - Introduction - provides an introduction into project management. Chapter I explains the difference between projects and operations, project objectives (managing scope, organization, quality, cost, and time), and the three dimensions of project management (objectives, management processes, and levels). Turner also gives an introduction into the structured approach to the management of projects, which is the basis/structure of the total book. This chapter is perhaps the most essential of the complete book.
Part II - The Context of Projects - describes the different settings of projects. The author describes projects for implementing corporate strategy, possible relationhip(s) to the parent organization, and strategic management of projects. These chapters are especially useful for specialists in order to understand and appreciate the place of projects within the overall organization.
Part III - Managing the Project Objectives - is the most comprehensive part of the book. It introduces methods, tools and techniques for managing the first dimension of project management, the five project objectives: scope, project organization, quality, cost, time, and the inherent risk. It also explains how to balance the systems and project objectives. Although most tools are explained in detail, there is better literature available for management of these methods, tools and techniques.
Read more ›
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8 of 21 people found the following review helpful By A Customer on 18 Nov. 1999
Format: Hardcover
Project Management Principles - Brilliantly Captured !
An excellent book outlining project management principles and steps for the different phases. The book also benefits from some very good examples and summaries for all project deliverables. A must-have for all, especially IT Project Managers.
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Most Helpful Customer Reviews on Amazon.com (beta)

Amazon.com: 2 reviews
21 of 21 people found the following review helpful
Clear introduction into project management 2 July 2001
By Gerard Kroese - Published on Amazon.com
Format: Hardcover
J. Rodney Turner was Director of Project Management at Henley Management College (UK), where he used to run an MBA programme for project-based management. In 2001, he was Professor of Project Management at the Erasmus University in Rotterdam, Netherlands. This book is part of the Henley Management Series and is split up six parts, with each part consisting of 2-to-7 chapters.
Part I - Introduction - provides an introduction into project management. Chapter I explains the difference between projects and operations, project objectives (managing scope, organization, quality, cost, and time), and the three dimensions of project management (objectives, management processes, and levels). Turner also gives an introduction into the structured approach to the management of projects, which is the basis/structure of the total book. This chapter is perhaps the most essential of the complete book.
Part II - The Context of Projects - describes the different settings of projects. The author describes projects for implementing corporate strategy, possible relationhip(s) to the parent organization, and strategic management of projects. These chapters are especially useful for specialists in order to understand and appreciate the place of projects within the overall organization.
Part III - Managing the Project Objectives - is the most comprehensive part of the book. It introduces methods, tools and techniques for managing the first dimension of project management, the five project objectives: scope, project organization, quality, cost, time, and the inherent risk. It also explains how to balance the systems and project objectives. Although most tools are explained in detail, there is better literature available for management of these methods, tools and techniques.
Part IV - Undertaking Projects - turns to the second dimension of project management, the management processes, and describes how the methods, tools, and techniques explained in Part III are applied to undertake project. It describes project definition, from project start-up via proposal and initiation, feasibility studies, design and appraisal, to the launch of the project. This Part III also discusses the execution and control, and the finalization and close-out of the project(s).
In Part V - Management Procedures and Systems, Turner describes how the tools and techniques from Parts II to IV have become formalized into standard systems and procedures. He explains some of the administrative procedures used and how they have been computerized into project management information systems. The author also look at what the systems can do, the different types of system available, and how to select and implement a system. The final chapter of this Part discusses the role of the project manager in building and maintaining the project team.
Part VI - Applications - compares the application of the processes introduced in the previous four Part to different types of projects. Turner classifies projects against three parameters: the position of the project in the life cycle of the product, the type of industry or technology of the project/parent organization, and the size of the project. The final chapter considers projects involving international collaboration and how different cultural approaches can conflict during the project management life cycle.
The book is useful as a starting point for students and as a reference for people experienced in project management. I personally keep the book as a reference (in combination with the Project Management Institute's Guide to the Project Management Book of Knowledge), but use additional, more detailed, literature for the different parts of the book. Please be aware that this book is written by an author with a engineering/construction-background so most of the examples are from these industries. Also note that the book is a very extensive piece of work consisting of 22 chapters, some 514 pages, and lots of figures and tables, so do not think that you can read it within a day.
Dissapointed, incomplete 1 Mar. 2013
By TnTraveler - Published on Amazon.com
Format: Hardcover Verified Purchase
This book has the sam old stuff from other books. There are little to no real tips and limited examples. It wordy and just not worth the trouble.
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