Overview
Table of contents
Foreword Preface Acknowledgments CHAPTER ONE: Ventures, Projects, and the Bottom Line CHAPTER TWO: Project Organization--Defining the Need CHAPTER THREE: Defining the Project--Project Risk Factors CHAPTER FOUR: Defining Venture and Corporate Risk CHAPTER FIVE: Preproject Planning CHAPTER SIX: Organizing the Team CHAPTER SEVEN: Project Execution--Design and Procurement CHAPTER EIGHT: Project Execution--Construction and Installation CHAPTER NINE: On-Site (Preoperational) Testing CHAPTER TEN: Commissioning! CHAPTER ELEVEN: Project-Related Training CHAPTER TWELVE: The Smaller Projects CHAPTER THIRTEEN: The Environmental Project CHAPTER FOURTEEN: The Re-Engineering Project CHAPTER FIFTEEN: Project Closeout; Make-Good Analysis CHAPTER SIXTEEN: Measuring Project Success Definitions APPENDIX A: Forms APPENDIX B: Procedures Index
Author comments
William J. Pinkerton of Pittsburgh, Pennsylvania, has more than 30 years’ experience working on many of the world’s most challenging projects. This includes assignments ranging from the original Apollo moonshot series and a breeder-reactor in Washington state to a billion-dollar nickel mine and refinery in Indonesia, iron-ore pelletizing plants in the United States, Canada, Brazil, and Australia, and many more in the minerals and metals fields. His project management workshops, conducted throughout the United States, Canada, Southeast Asia, and Europe, have indoctrinated, to date, literally thousands of project managers, engineers, contractors, equipment suppliers, and other project stakeholders in the precepts and principles of Project Bottom-Line Success!
Back cover copy
THE KEYS TO MAKING EVERY PROJECT A BOTTOM-LINE SUCCESS – FROM START TO FINISH!
In business, every brilliant idea must first answer a simple question before approval or implementation: How will it impact the bottom line? That’s why if overseeing capital improvement projects from conception to completion is part of your work, Project Management: Achieving Project Bottom-Line Succe$$ is the one book you must keep within your reach at all times.
Written with the insight of an internationally known project management expert, this powerful reference offers a frank discussion of what is necessary to successfully devise, plan, and execute projects.
This book is written for all project stakeholders, those for whom project success or failure means so much:
executive management, general managers (engineering, operations, systems), maintenance managers and engineers, purchasing agents and buyers, project engineers, field engineers, planners and schedulers, accounting personnel and cost engineers, quality assurance managers, environmental engineers and specialists, contractors, equipment suppliers, bargaining unit (union) management, trainers, human resources managers, industrial analysts, financial planners, and financial institutions.
You’ll get practical, no-holds-barred guidance on the type of effective strategic thinking that must take place as early as the conception and approval stages.
With Project Management: Achieving Project Bottom-Line Succe$$, you’ll learn how to focus on bottom-line results, keep impulse thinking out of the decision-making process, and use projects as building blocks in the management of strategic change – and as tools to achieve specific, measurable goals.
Here in a single definitive volume are the practical techniques, proven methods, and case studies corporate executives, project managers, and consultants require to devise and implement sound, dollar-wise projects that will reap tangible bottom-line benefits. Using a clear, logical style that reflects his three decades of experience, the author covers everything from defining a project’s need through measuring its success.
Packed with insider wisdom, valuable practice tools, and rock-solid advice, this “eye on the bottom line” resource helps you to:
* Determine if projects are needed and how to make sure they succeed
* Develop and execute projects that reflect corporate goals and objectives
* Eliminate impulse thinking from the conceptualization and approval process
* Use 27 procedures for testing and implementing project start-up and 56 forms for recording start-up procedures for your benefit
With Project Management: Achieving Bottom-Line Succe$$, you’ll get a firm grasp of the strategic thinking, planning, development, and testing processes that may well turn your project into your company’s next great accomplishment.
