Project Management, Planning and Control
Managing Engineering, Construction and Manufacturing Projects to PMI, APM and BSI Standards
- 9th Edition - January 1, 2027
- Latest edition
- Editors: David Shannon, Albert Lester
- Language: English
- Paperback ISBN:9 7 8 - 0 - 4 4 3 - 4 4 5 6 6 - 8
- eBook ISBN:9 7 8 - 0 - 4 4 3 - 4 4 5 6 7 - 5
‘Project Management, Planning and Control’, ninth edition, is a comprehensive guide designed to equip the reader with essential principles and techniques for managing engineering… Read more
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‘Project Management, Planning and Control’, ninth edition, is a comprehensive guide designed to equip the reader with essential principles and techniques for managing engineering and technical projects from start to finish. This ninth edition is a widely recommended handbook, now enhanced with fresh insights to meet the evolving needs of project management professionals. Featuring brand new case studies, this edition includes significant updates on governance, adjudication, Building Information Modeling (BIM), agile project management, culture and diversity, international projects, sustainability, artificial intelligence and digital tools. Chapters are restructured with clearly titled sections organized by theme, improving clarity and usability. Ideal for those pursuing Project Management Professional (PMP) qualifications, this edition aligns with the latest Project Management Body of Knowledge (PMBOK) from both the Project Management Institute (PMI) and the Association of Project Management (APM). It also includes questions and answers to help readers test their understanding. This book is an indispensable resource for both students and seasoned professionals seeking to master project management.
• Brand new case studies that provide real-world applications of project management concepts.
• Significant updates include enhanced content on governance, adjudication, Building Information Modeling (BIM), and agile project management.
• Addresses important themes such as culture and diversity, international projects, sustainability, artificial intelligence and digital tools.
• Questions and answers compiled to help readers test their understanding and reinforce their knowledge.
• Significant updates include enhanced content on governance, adjudication, Building Information Modeling (BIM), and agile project management.
• Addresses important themes such as culture and diversity, international projects, sustainability, artificial intelligence and digital tools.
• Questions and answers compiled to help readers test their understanding and reinforce their knowledge.
Project and contract managers, planning engineers and program managers in the engineering, construction and manufacturing sectors; Those studying for professional project management qualifications through the PMI and APM; Students on project management courses as part of broader undergraduate and graduate programs.
Part 1: Project Essentials
Chapter 1. Project Definition
Chapter 2. Project Management
Chapter 3. Programme & Portfolio Management
Chapter 4. Project Context
Chapter 5. Stakeholder Management
Chapter 6. Project Success Criteria
Chapter 7. Business Case
Chapter 8. Investment Appraisal
Part 2: Project Organisation
Chapter 9. Organisation Structures
Chapter 10. Organisation Roles
Chapter 11. Work Breakdown Structures
Chapter 12. Project Life Cycles
Chapter 13. Project Management Plan
Chapter 14. Estimating & Budget
Chapter 15. Risk Management
Chapter 16. Quality Management
Chapter 17. Configuration and Change Management
Part 3: Network Planning
Chapter 18. Basic Network Principles
Chapter 19. Arithmetical Analysis & Floats
Chapter 20. Lester Diagram
Chapter 21. The Case for Manual Planning
Chapter 22. Graphical & Computer Analysis
Chapter 23. Primavera P6 EPPM [New]
Chapter 24. Milestones & Lines of Balance
Chapter 25. Planning Blocks & Subdivision of Blocks
Chapter 26. Other Network Applications for Project Management
Chapter 27. Network Applications outside the Construction Industry
Chapter 28. Simple Examples
Chapter 29. Agile Project Management
Part 4: Time and Cost Control
Chapter 30. Progress Reporting
Chapter 31. Resource Loading
Chapter 32. Cost Control and EVA
Chapter 33. Cost Control Graphs and Reports
Chapter 34. Cash Flow Forecasting
Part 5: Worked Examples
Chapter 35. Bungalow
Chapter 36. Pumping Installation
Chapter 37. Motor Car
Chapter 38. Battle Tank
Chapter 39. Stages and Sequences
Part 6: Project Operations
Chapter 40. Sustainability [New]
Chapter 41. Procurement
Chapter 42. Value Management
Chapter 43. Information Management
Chapter 44. Communication
Chapter 45. Digital and Remote Project Management Tools [New]
Chapter 46. Artificial Intelligence (AI) & Data [New]
Chapter 47. Virtual Design & Construction (VDC)
Chapter 48. Building Information Modelling (BIM)
Chapter 49. Project Close-Out, Handover
Chapter 50. Project Close-Out Report, Review, Lessons Learned
Part 7: People Management
Chapter 51. Governance & Ethics [New]
Chapter 52. Project Assurance
Chapter 53. Leadership
Chapter 54. Team Building and Motivation
Chapter 55. Collaboration and Negotiation
Chapter 56. Culture and Diversity [New]
Chapter 57. Health, Safety & Environment
Chapter 58. Conflict Management and Dispute Resolution
Part 8: Case Studies
Appendix 1. Cement Plant, Rugby Portland Cement Company
Appendix 2. Teesside Oil Terminal, Phillips Petroleum Company
Appendix 3. Boiler Plant, British Sugar Corporation [New]
Appendix 4. International Project 1 [New]
Appendix 5. International Project 2 [New]
Part 9: Examination Questions
Appendix 6. Study Questions
Appendix 7. Bullet Point Answers
Appendix 8. APM PMQ Questions [New]
Appendix 9. APM PMQ Answers [New]
Part 10: General
Appendix 10. Syllabus Summary
Appendix 11. Abbreviations & Acronyms
Appendix 12. Glossary
Appendix 13. Bibliography
Chapter 1. Project Definition
Chapter 2. Project Management
Chapter 3. Programme & Portfolio Management
Chapter 4. Project Context
Chapter 5. Stakeholder Management
Chapter 6. Project Success Criteria
Chapter 7. Business Case
Chapter 8. Investment Appraisal
Part 2: Project Organisation
Chapter 9. Organisation Structures
Chapter 10. Organisation Roles
Chapter 11. Work Breakdown Structures
Chapter 12. Project Life Cycles
Chapter 13. Project Management Plan
Chapter 14. Estimating & Budget
Chapter 15. Risk Management
Chapter 16. Quality Management
Chapter 17. Configuration and Change Management
Part 3: Network Planning
Chapter 18. Basic Network Principles
Chapter 19. Arithmetical Analysis & Floats
Chapter 20. Lester Diagram
Chapter 21. The Case for Manual Planning
Chapter 22. Graphical & Computer Analysis
Chapter 23. Primavera P6 EPPM [New]
Chapter 24. Milestones & Lines of Balance
Chapter 25. Planning Blocks & Subdivision of Blocks
Chapter 26. Other Network Applications for Project Management
Chapter 27. Network Applications outside the Construction Industry
Chapter 28. Simple Examples
Chapter 29. Agile Project Management
Part 4: Time and Cost Control
Chapter 30. Progress Reporting
Chapter 31. Resource Loading
Chapter 32. Cost Control and EVA
Chapter 33. Cost Control Graphs and Reports
Chapter 34. Cash Flow Forecasting
Part 5: Worked Examples
Chapter 35. Bungalow
Chapter 36. Pumping Installation
Chapter 37. Motor Car
Chapter 38. Battle Tank
Chapter 39. Stages and Sequences
Part 6: Project Operations
Chapter 40. Sustainability [New]
Chapter 41. Procurement
Chapter 42. Value Management
Chapter 43. Information Management
Chapter 44. Communication
Chapter 45. Digital and Remote Project Management Tools [New]
Chapter 46. Artificial Intelligence (AI) & Data [New]
Chapter 47. Virtual Design & Construction (VDC)
Chapter 48. Building Information Modelling (BIM)
Chapter 49. Project Close-Out, Handover
Chapter 50. Project Close-Out Report, Review, Lessons Learned
Part 7: People Management
Chapter 51. Governance & Ethics [New]
Chapter 52. Project Assurance
Chapter 53. Leadership
Chapter 54. Team Building and Motivation
Chapter 55. Collaboration and Negotiation
Chapter 56. Culture and Diversity [New]
Chapter 57. Health, Safety & Environment
Chapter 58. Conflict Management and Dispute Resolution
Part 8: Case Studies
Appendix 1. Cement Plant, Rugby Portland Cement Company
Appendix 2. Teesside Oil Terminal, Phillips Petroleum Company
Appendix 3. Boiler Plant, British Sugar Corporation [New]
Appendix 4. International Project 1 [New]
Appendix 5. International Project 2 [New]
Part 9: Examination Questions
Appendix 6. Study Questions
Appendix 7. Bullet Point Answers
Appendix 8. APM PMQ Questions [New]
Appendix 9. APM PMQ Answers [New]
Part 10: General
Appendix 10. Syllabus Summary
Appendix 11. Abbreviations & Acronyms
Appendix 12. Glossary
Appendix 13. Bibliography
- Edition: 9
- Latest edition
- Published: January 1, 2027
- Language: English
DS
David Shannon
David Shannon designed and delivered major change programmes and projects in the private, public and charity sectors, in the UK and internationally. He has trained management in the oil and gas industry in 12 different countries.
He was an institutional development specialist with the World Bank, before which he worked on projects in the City of London, the Middle and Far East. Prior to 1974 he worked on civil, transport and urban renewal projects as an engineer.
His professional contribution to the project management discipline has been recognised with Honorary Fellowship of the Association for Project Management. He has lectured and been published widely. He was voted one of the ten top project management personalities in the UK.
David holds an M.A. (Oxon) a Diploma in Accountancy and Finance and current and past membership of several professional institutions.
Affiliations and expertise
RetiredAL
Albert Lester
Albert Lester is a Chartered Civil, Mechanical and Structural Engineer with a lifetime of experience in project management for engineering design and construction projects. He has managed large projects for Tarmac, Sim Chem (Simon Engineering), Senior Engineering and Foster Wheeler Power Products and has accredited many project management courses for the Association for Project Management (APM), as well as setting and marking APM exams. He has taught and lectured widely on the topic at a number of universities including University College London (UCL), was a member of BSI and ISO panels developing new project management standards and acted as adjudicator and expert witness in many industrial and construction disputes.
Affiliations and expertise
EUR. ING. Albert Lester, CEng, FICE, FIMechE, FIStructE, Hon FAPM, United Kingdom