Over the course of five editions, Gower Handbook of Project Management has become the definitive desk reference for project management practitioners. The Handbook gives an introduction to, and overview of, the essential knowledge required for managing projects. The team of expert contributors, selected to introduce the reader to the knowledge and skills required to manage projects, includes many of the most experienced and highly regarded international writers and practitioners.

Table of Contents

• List of Figures
• List of Tables
• Preface
• Notes on Contributors
• Chapter 1 A Handbook for Project Management Practitioners Rodney Turner
• PART 1 PROJECTS
• Chapter 2 Projects and Their Management Rodney Turner
• Chapter 3 Implementing Strategy through Projects Aaron Shenhar and Peerasit Patanakul
• Chapter 4 The Value of Project Management: Rethinking Project Management Maturity and Fit Mark Mullaly and Janice Thomas
• Chapter 5 Maturity Models in Project Management Ginger Levin and J. LeRoy Ward
• Chapter 6 Auditing Projects and Programs Martina Huemann
• PART 2 PERFORMANCE
• Chapter 7 Measuring Performance Lynn Crawford
• Chapter 8 Benefits Realization Management Gerald Bradley
• Chapter 9 Requirements Management Darren Dalcher
• Chapter 10 Managing Scope and Configuration Hemanta Doloi
• Chapter 11 Managing Value Stephen Simister
• Chapter 12 Managing Quality Nevan Wright
• Chapter 13 Organizing for Projects Monique Aubry
• Chapter 14 Managing for Stakeholders Pernille Eskerod and Martina Huemann
• Chapter 15 Managing the Schedule Homayoun Khamooshi
• Chapter 16 Managing Cost and Earned Value Mario Vanhoucke
• Chapter 17 Managing Resources Vittal Anantatmula
• Chapter 18 Managing Risk David Hillson
• Chapter 19 International Projects Rodney Turner
• Chapter 20 Sustainable Development Gilbert Silvius and Ron Schipper
• PART 3 PROCESS
• Chapter 21 Managing the Process Rodney Turner and Martina Huemann
• Chapter 22 Project Start-up Rodney Turner
• Chapter 23 Feasibility, Design and Planning Willie Tan
• Chapter 24 Managing Implementation Dennis Lock
• Chapter 25 Project Close-out Hemanta Doloi
• PART 4 PORTFOLIO
• Chapter 26 Complex Projects Marcel Hertogh and Eddy Westerveld
• Chapter 27 Managing Programs of Projects Ginger Levin and J. LeRoy Ward
• Chapter 28 Managing Portfolios of Projects Ginger Levin and J. LeRoy Ward
• Chapter 29 Managing the Project-Oriented Organization Martina Huemann
• Chapter 30 The Governance of Projects and Project Management Ralf Müller
• Chapter 31 The Project Management Office: Building a PMO for Performance Monique Aubry and Brian Hobbs
• PART 5 PERSPECTIVES
• Chapter 32 The Common Story of Great Projects Dov Dvir and Aaron Shenhar
• Chapter 33 Project History: History Meets Project Sylvain Lenfle and Jonas Söderlund