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Intro; Foreword; Preface; Contents; About the Authors; Projects: A Conceptual Framework; 1 What Roles Do Projects Serve in Business?; 1.1 The Nature of Projects; 1.1.1 The Strategic Triggers for Projects; 1.1.2 Implementing Strategy Through Projects; 1.2 Trends in Today's Project Environments; 1.3 Current Challenges for Business in Project Management; 1.4 Issues with Current Project Management Methodologies; 2 A Theoretical Framework for Projects; 2.1 Projects as a Class of Process; 2.2 The Input-Process-Output (IPO) Model; 2.3 Project Outputs; 2.3.1 Forms of Outputs
2.3.2 The Concept of an Operand2.4 Project Outcomes; 2.4.1 Outputs Versus Outcomes; 2.4.2 Key Categories of Outcomes; 2.4.3 Benefits and Outcomes; 2.4.4 The 2NY Map for Target Outcome Definition; 2.4.5 Baselining; 2.4.6 Naming Target Outcomes; 2.5 The Input-Transform-Outcome (ITO) Model; 2.5.1 The Anatomy of the ITO Model; 2.5.2 Accountability in the ITO Model; 2.5.3 The Nature of Utilisation; 2.5.4 The Impact of Projects on Operational Processes; 3 The Structure of a Project; 3.1 Project Global Phases; 3.1.1 Project Initiation; 3.1.2 Project Planning; 3.1.3 Project Execution
3.1.4 Outcomes Realisation3.1.5 Global Phases and Accountabilities; 3.1.6 Staged Projects; 3.2 The Elements of Project Management; 3.3 The Layers of Work in a Project; 3.3.1 Above- and Below-the-Line Work; 3.3.2 A Project's Baseline Documents; 4 Project and Programme Governance; 4.1 Project Governance; 4.1.1 Overview of Project Governance; 4.1.2 Principles of Project Governance; 4.1.3 Project Governance and the Funder; 4.1.4 The Involvement of Key Players in a Project; 4.1.5 The Structure of the Project Governance Model; 4.1.6 Designing a Project Governance Model
4.1.7 Project Governance in an Organisational Context4.1.8 Project Governance Resourcing Issues; 4.1.9 Projects and Contractors; 4.1.10 Project Governance and Above-the-Line Resourcing; 4.1.11 The Operation of the Project Governance Model; 4.1.12 Managing the Project Governance Model; 4.1.13 Project Governance and Professional Development; 4.1.14 The Project Management Office (PMO); 4.2 Programme Governance; 4.2.1 The Conditions Under Which Projects Should Be Coordinated; 4.2.2 Alternative Models for Coordinated Projects; 5 Stakeholder Management; 5.1 Project Stakeholders
5.1.1 The Nature of a Stakeholding5.1.2 Spontaneous Versus Commissioned Stakeholders; 5.1.3 Three Critical Characteristics of Spontaneous Stakeholders; 5.2 The Stakeholder Management Process; 5.2.1 Stakeholder Identification; 5.2.2 Stakeholder Analysis; 5.2.3 Stakeholder Engagement Programme Formulation; 5.2.4 Deriving a Stakeholder Communications Strategy from the Stakeholder Register; 5.2.5 Engagement Programme Implementation; 5.2.6 Stakeholder Engagement Monitoring and Control; 5.3 Stakeholder Management Tools; 5.3.1 The Stakeholder Register; 5.3.2 The Stakeholder Report
2.3.2 The Concept of an Operand2.4 Project Outcomes; 2.4.1 Outputs Versus Outcomes; 2.4.2 Key Categories of Outcomes; 2.4.3 Benefits and Outcomes; 2.4.4 The 2NY Map for Target Outcome Definition; 2.4.5 Baselining; 2.4.6 Naming Target Outcomes; 2.5 The Input-Transform-Outcome (ITO) Model; 2.5.1 The Anatomy of the ITO Model; 2.5.2 Accountability in the ITO Model; 2.5.3 The Nature of Utilisation; 2.5.4 The Impact of Projects on Operational Processes; 3 The Structure of a Project; 3.1 Project Global Phases; 3.1.1 Project Initiation; 3.1.2 Project Planning; 3.1.3 Project Execution
3.1.4 Outcomes Realisation3.1.5 Global Phases and Accountabilities; 3.1.6 Staged Projects; 3.2 The Elements of Project Management; 3.3 The Layers of Work in a Project; 3.3.1 Above- and Below-the-Line Work; 3.3.2 A Project's Baseline Documents; 4 Project and Programme Governance; 4.1 Project Governance; 4.1.1 Overview of Project Governance; 4.1.2 Principles of Project Governance; 4.1.3 Project Governance and the Funder; 4.1.4 The Involvement of Key Players in a Project; 4.1.5 The Structure of the Project Governance Model; 4.1.6 Designing a Project Governance Model
4.1.7 Project Governance in an Organisational Context4.1.8 Project Governance Resourcing Issues; 4.1.9 Projects and Contractors; 4.1.10 Project Governance and Above-the-Line Resourcing; 4.1.11 The Operation of the Project Governance Model; 4.1.12 Managing the Project Governance Model; 4.1.13 Project Governance and Professional Development; 4.1.14 The Project Management Office (PMO); 4.2 Programme Governance; 4.2.1 The Conditions Under Which Projects Should Be Coordinated; 4.2.2 Alternative Models for Coordinated Projects; 5 Stakeholder Management; 5.1 Project Stakeholders
5.1.1 The Nature of a Stakeholding5.1.2 Spontaneous Versus Commissioned Stakeholders; 5.1.3 Three Critical Characteristics of Spontaneous Stakeholders; 5.2 The Stakeholder Management Process; 5.2.1 Stakeholder Identification; 5.2.2 Stakeholder Analysis; 5.2.3 Stakeholder Engagement Programme Formulation; 5.2.4 Deriving a Stakeholder Communications Strategy from the Stakeholder Register; 5.2.5 Engagement Programme Implementation; 5.2.6 Stakeholder Engagement Monitoring and Control; 5.3 Stakeholder Management Tools; 5.3.1 The Stakeholder Register; 5.3.2 The Stakeholder Report