Develop essential skill set to manage and deliver projects critical to business success

Project Management, 5th edition, by Maylor and Turner offers an in-depth and contemporary account of the theory and practice of project management. Anchored in the authors' extensive teaching, research and consulting experience, the title discusses project complexities through various facets of project leadership: managerial, relational and entrepreneurial. It draws on recent research as well as new and original models and frameworks to provide a critical appraisal of project management.

Project Management is a fast-moving and increasingly widespread discipline with more practitioners now gaining professional qualifications. This new edition helps to develop project management skills in students on undergraduate, masters and MBA programmes, as well as professionals practising in this dynamic field.

Highlights of Project Management are:

• a critical appraisal of project management, drawing on recent research and new and original models and frameworks
• all sections across the text are linked to appropriate theoretical work whilst emphasising its use as theory in practice
• completely rewritten chapter on Project Leadership describes different models of leadership and motivation and their impacts
• new and revised real-world examples such as responses to the Covid-19 pandemic and social justice projects from around the world
• Project Management in Practice case studies at the end of each chapter include the rescue of Crossrail, Norway's QA process for planning major projects and the construction of Heathrow Terminal 5.

About the authors:

Harvey Maylor is Professor of Management Practice at the Saïd Business School, University of Oxford. Prior to that, he was the Founding Director of the International Centre for Programme Management at Cranfield University. A researcher and teacher, Harvey is also a consultant to global firms, charities and governments on projects.

Neil Turner is a Professor at Cranfield School of Management, having joined from a previous career as an engineering manager in a major multinational telecommunications firm. He has published widely in prestigious journals and teaches project studies on executive education, masters and doctoral courses.

Pearson, the world's learning company.

Making sense of the project context

1. Introduction

2. Structures and frameworks

3. Projects and organisations

Managing the project process: the 4-D model

D1: Define it

4. Setting up for success

5. Planning for success

D2: Design it

6. Time planning and scheduling

7. Making time planning robust: Advanced Project Thinking (APT)

8. Building a business case for a project

9. Engaging stakeholders

10. Managing risks and opportunities

D3: Do it

11. Organising people in the project

12. Leading people in projects

13. Monitoring and controlling the project

14. Procuring, contracting, and working with supply chains

15. Problem-solving and decision-making

D4: Develop it

16. Completing projects and learning to improve

Index