Project Management For The Process Industries
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Book reviews / International Journal of Project Management 19 (2001) 485–490
some well-designed charts and a matrix that, together, illustrate and explain the effect of various contract payment options on the amount and apportionment of cost risk and performance risk. I am not in sympathy with Dr. Hartman’s views on detailed work planning. For example, he devotes very little space to the need for a coded work breakdown structure. Contrast this with Stephen A. Devaux’s assertion (in Total Project Control, 1999, Wiley) ‘If I could wish but one thing for every project, it would be a comprehensive and detailed WBS. The lack of a good WBS probably results in more inefficiency, schedule slippage, and cost overruns than any other single cause’. Dr. Hartman does mention critical path analysis and he provides his own method for deciding the three estimates required by PERT (optimistic, most likely and pessimistic are replaced by perfect, most likely and outrageous). But he appears to give the principal planning role to RACI+ charts, stating that ‘RACI+ charts provide a current roadmap for project communication to all participants’. An RACI+ chart is a linear responsibility matrix with a Gantt chart extension. We are advised that each chart should cover a short period ahead, perhaps four weeks. In my view this process is more easily and cheaply achieved using computer software to prepare work-to lists (derived from critical path analysis). All decent software can edit and sort tasks into lists according to the needs of individual managers, departments or project participants. Perhaps Dr. Hartman does have access to software that can produce his RACI+ charts. Organizational aspects are dealt with in several chapters, the emphasis being on creating a viable team, good
communications, and on establishing a regenerative workplace. Dr. Hartman stresses that the project team should include clients, members of the supply chain and regulators. This is all part of the SMART Management aim to align all the project interests, alignment being defined in Chapter 4 from the following three points of view: 1. The project needs to be aligned with the corporate direction of the stakeholder businesses. 2. The project team members need to be aligned with the project and what it is to achieve. 3. The tools, techniques and processes we use to manage the project need to be aligned with what we are trying to achieve and the priorities in doing so effectively. There is much more that I could write about this book given enough space. Although I have indicated one or two aspects with which I disagree, this work is packed with sound advice derived from research and experience involving hundreds of projects. It is all well written, put together with care, adequately explained and well illustrated. I found the text too concentrated to read in long sessions and suggest that, like a rich fruitcake, it should be consumed in small slices. I recommend it unreservedly as an enjoyable read that contains something of value for every project manager.
Dennis Lock 29 Burston Drive, Park Street St Albans, AL2 2HR, UK
PII: S0263-7863(00)00050-8
Project Management for the Process Industries Gillian Lawson, Stephen Wearne & Peter Iles-Smith. I Chem. E, 1998, ISBN no. 0-85295-406-9, 383 pp. On first examination of this book I was quite excited. I thought the structure was exactly right for an examination of Project Management in the Process Industries. The first half is an analysis of the project phases and this is complemented by the second half on the tools, techniques and other specialist skills needed to support Project Management. A simple project is chosen as a case study and is developed at the end of each chapter to illustrate the issues involved. In addition, there are checklists at the end of each chapter together with suggestions for further reading. The book is illustrated with diagrams, cartoons and some photographs.
The book is designed to complement the I Chem. E’s conferences and continuing education courses. Without knowledge of the specific details of these courses it is difficult to determine if the book meets its stated objective of complementing them. The preface states that ‘the book is for everyone who has responsibilities for some or all of a project. It is also for engineers and others who contribute to projects who wish to have a better understanding of the processes. . .’ This implies that readers would have at least some experience of working in a project environment. All of the above made me think that this could be a really useful book. The concept of using and developing the same case study to illustrate the particular elements of each chapter is an excellent concept. However, I was uncertain as to whether it achieved its objective. It raised questions
Book reviews / International Journal of Project Management 19 (2001) 485–490
for consideration but did not give enough examples of suggested solutions. Further, I wondered if the simplicity of the case meant that the reader might not be able to extrapolate it into a more complex environment. The references and bibliography looked really good but from my point of view there were two major and surprising omissions. Firstly, a reference to the seminal work on Organisational Alternatives by Robert Youker and, secondly, to the fundamental text on Team Roles by Belbin. However, I thought the suggested further reading at the end of each chapter added value. In the same way, the Glossary of Terms was also useful to provide what appears to be a complete reference book on the subject of Project Management in the Process Industries. Thorough reading and analysis did not support the initial optimism. The book is written at a level that suggests someone entering the process industry with little knowledge of the industry. Principally, there are too many flaws in both structure and detail. The basic structure could/should have been developed further. As the work processes in the various phases were described, a reference could have been made as to which tool/ technique or skill required emphasis at that particular point. There is, however, some cross referencing in two or three of the check lists. It is right and proper that a book of this nature should be written from a client/owner perspective. However, it would have had greater value if, after the letting of Contracts, the emphasis had changed to introduce more of a contractor perspective for the execution phases. ‘The book aims to describe best practice. . .’ However, there is an assumption that the reader of the book is both project manager (or project engineer) and process engineer. This is a major mistake made by most clients. One can not be both creator and manager at the same time. Whilst the book states ‘‘try to separate your roles’’ it does not give it enough emphasis or explanation. A parallel example would be the inability of the creative architect to manage a project, with almost invariable failure in terms of project management objectives. The ‘typical organisation of a contracting company’ was far from typical. For example, in main stream contracting in the process industries Procurement, Construction and Commissioning do not report to the ‘Director Project management’. The structure of the Tools, Techniques and Skills sections could have been improved in some instances and was illogical in a number of other instances. Basics of Accountancy and Shipping seemed an odd combination of subjects in one chapter. The Shipping portion might have been better placed with the rest of Procurement discussed in the first part of the book. Similarly, the penultimate chapter on Value Engineering could have been given greater prominence either, by inclusion in the first section of the book, or in the Techniques
489
section. The majority of the section on different projects would have been better positioned at the end of Part One of the book. But why did this section cover ‘EPIC projects — joint ventures, consortia and alliances?’ These are part of Contract Strategy and should have been covered in the section on Contracts — and to a limited extent they were. There are two major criticisms of the Tools and Techniques section. The first is the failure to address Product and Work Breakdown Structures (WBSs) as a separate topic in its own right. After all, all other project management tools are developed from, or are based on this fundamental concept. The concept of a WBS is dealt with in the chapter on Estimating and again under Planning. But in both instances it is dealt with after the topic rather than before. It should demonstrate that a WBS is the foundation upon which these topics are built. Secondly, the section on Contracts is more akin to a generalised lecture note rather than dealing with the principles behind the I Chem. E Red and Green Books. There is no mention or discussion on say ‘Process Guaranties’ but there is too much focus on civil engineering — issues such as FIDIC, the New Engineering Contract (NEC — which should now be called the ECC), and the role of ‘The Engineer’. The Engineer does not adjudicate in contracts used in the process industries! The foregoing, and many other issues, led me to conclude that the Tools, Techniques and Skills sections had been ‘cobbled together’ from old material with little integration or editing. Unfortunately, the Glossary was not as effective as one would hope — a difficult task! Some terms are absent and some incorrectly defined: e.g. CIF correctly defined under the chapter on Shipping but incorrectly defined in the Glossary. The distinction between a PBS and WBS is not made and OBS is incorrect. Consideration means ‘something of value’ not necessarily payment. If one French term ‘Produit en main’ is defined, why not another - ‘Pilotage?’ A common word used by contractors namely, ‘Proposal’, was missing. There are also numerous poor definitions: ‘Cost — see Contract price’. Cost and price are different! ‘Project manager — see also Project engineer’. A bad start to a definition, to say the least!! Unfortunately, many more. It might have been better if some of the photographs, e.g. those where two or three people are looking at a computer screen or a drawing were replaced by cartoons. However, whilst the cartoons try to translate the concepts in the text into visual images, they lack the humour or the insight of the high standard produced by a Larson or Dilbert cartoon. Whenever I have been involved in a project management activity, conference, training course, consultancy or reviewing articles, I always find that I have learned something new. In reviewing this book I have struggled
490
Book reviews / International Journal of Project Management 19 (2001) 485–490
to achieve this objective. I found it rather like the British Standard on the subject: if you know anything about the subject it does not tell you anything new, and if you are just beginning in project management it does not tell you what and how to do anything! For someone experienced in project management the book is full of little errors or issues with which one would disagree. For the inexperienced, target reader, the book will perpetuate misconceptions. This may seem a harsh statement bearing in mind the content of the Tools and Techniques sections but there are many books which PII: S0263-7863(01)00019-9
develop these in better detail. I am unable to comment on the quality of the printing and binding since I was only provided with what appeared to be a final photocopied proof of the book. Reluctantly, I have to say that if I had paid £56 I would be really disappointed. Garth G.F. Ward 11 Belmont Road Twickenham Middlesex TW2 5DA UK
Book reviews / International Journal of Project Management 19 (2001) 485–490
some well-designed charts and a matrix that, together, illustrate and explain the effect of various contract payment options on the amount and apportionment of cost risk and performance risk. I am not in sympathy with Dr. Hartman’s views on detailed work planning. For example, he devotes very little space to the need for a coded work breakdown structure. Contrast this with Stephen A. Devaux’s assertion (in Total Project Control, 1999, Wiley) ‘If I could wish but one thing for every project, it would be a comprehensive and detailed WBS. The lack of a good WBS probably results in more inefficiency, schedule slippage, and cost overruns than any other single cause’. Dr. Hartman does mention critical path analysis and he provides his own method for deciding the three estimates required by PERT (optimistic, most likely and pessimistic are replaced by perfect, most likely and outrageous). But he appears to give the principal planning role to RACI+ charts, stating that ‘RACI+ charts provide a current roadmap for project communication to all participants’. An RACI+ chart is a linear responsibility matrix with a Gantt chart extension. We are advised that each chart should cover a short period ahead, perhaps four weeks. In my view this process is more easily and cheaply achieved using computer software to prepare work-to lists (derived from critical path analysis). All decent software can edit and sort tasks into lists according to the needs of individual managers, departments or project participants. Perhaps Dr. Hartman does have access to software that can produce his RACI+ charts. Organizational aspects are dealt with in several chapters, the emphasis being on creating a viable team, good
communications, and on establishing a regenerative workplace. Dr. Hartman stresses that the project team should include clients, members of the supply chain and regulators. This is all part of the SMART Management aim to align all the project interests, alignment being defined in Chapter 4 from the following three points of view: 1. The project needs to be aligned with the corporate direction of the stakeholder businesses. 2. The project team members need to be aligned with the project and what it is to achieve. 3. The tools, techniques and processes we use to manage the project need to be aligned with what we are trying to achieve and the priorities in doing so effectively. There is much more that I could write about this book given enough space. Although I have indicated one or two aspects with which I disagree, this work is packed with sound advice derived from research and experience involving hundreds of projects. It is all well written, put together with care, adequately explained and well illustrated. I found the text too concentrated to read in long sessions and suggest that, like a rich fruitcake, it should be consumed in small slices. I recommend it unreservedly as an enjoyable read that contains something of value for every project manager.
Dennis Lock 29 Burston Drive, Park Street St Albans, AL2 2HR, UK
PII: S0263-7863(00)00050-8
Project Management for the Process Industries Gillian Lawson, Stephen Wearne & Peter Iles-Smith. I Chem. E, 1998, ISBN no. 0-85295-406-9, 383 pp. On first examination of this book I was quite excited. I thought the structure was exactly right for an examination of Project Management in the Process Industries. The first half is an analysis of the project phases and this is complemented by the second half on the tools, techniques and other specialist skills needed to support Project Management. A simple project is chosen as a case study and is developed at the end of each chapter to illustrate the issues involved. In addition, there are checklists at the end of each chapter together with suggestions for further reading. The book is illustrated with diagrams, cartoons and some photographs.
The book is designed to complement the I Chem. E’s conferences and continuing education courses. Without knowledge of the specific details of these courses it is difficult to determine if the book meets its stated objective of complementing them. The preface states that ‘the book is for everyone who has responsibilities for some or all of a project. It is also for engineers and others who contribute to projects who wish to have a better understanding of the processes. . .’ This implies that readers would have at least some experience of working in a project environment. All of the above made me think that this could be a really useful book. The concept of using and developing the same case study to illustrate the particular elements of each chapter is an excellent concept. However, I was uncertain as to whether it achieved its objective. It raised questions
Book reviews / International Journal of Project Management 19 (2001) 485–490
for consideration but did not give enough examples of suggested solutions. Further, I wondered if the simplicity of the case meant that the reader might not be able to extrapolate it into a more complex environment. The references and bibliography looked really good but from my point of view there were two major and surprising omissions. Firstly, a reference to the seminal work on Organisational Alternatives by Robert Youker and, secondly, to the fundamental text on Team Roles by Belbin. However, I thought the suggested further reading at the end of each chapter added value. In the same way, the Glossary of Terms was also useful to provide what appears to be a complete reference book on the subject of Project Management in the Process Industries. Thorough reading and analysis did not support the initial optimism. The book is written at a level that suggests someone entering the process industry with little knowledge of the industry. Principally, there are too many flaws in both structure and detail. The basic structure could/should have been developed further. As the work processes in the various phases were described, a reference could have been made as to which tool/ technique or skill required emphasis at that particular point. There is, however, some cross referencing in two or three of the check lists. It is right and proper that a book of this nature should be written from a client/owner perspective. However, it would have had greater value if, after the letting of Contracts, the emphasis had changed to introduce more of a contractor perspective for the execution phases. ‘The book aims to describe best practice. . .’ However, there is an assumption that the reader of the book is both project manager (or project engineer) and process engineer. This is a major mistake made by most clients. One can not be both creator and manager at the same time. Whilst the book states ‘‘try to separate your roles’’ it does not give it enough emphasis or explanation. A parallel example would be the inability of the creative architect to manage a project, with almost invariable failure in terms of project management objectives. The ‘typical organisation of a contracting company’ was far from typical. For example, in main stream contracting in the process industries Procurement, Construction and Commissioning do not report to the ‘Director Project management’. The structure of the Tools, Techniques and Skills sections could have been improved in some instances and was illogical in a number of other instances. Basics of Accountancy and Shipping seemed an odd combination of subjects in one chapter. The Shipping portion might have been better placed with the rest of Procurement discussed in the first part of the book. Similarly, the penultimate chapter on Value Engineering could have been given greater prominence either, by inclusion in the first section of the book, or in the Techniques
489
section. The majority of the section on different projects would have been better positioned at the end of Part One of the book. But why did this section cover ‘EPIC projects — joint ventures, consortia and alliances?’ These are part of Contract Strategy and should have been covered in the section on Contracts — and to a limited extent they were. There are two major criticisms of the Tools and Techniques section. The first is the failure to address Product and Work Breakdown Structures (WBSs) as a separate topic in its own right. After all, all other project management tools are developed from, or are based on this fundamental concept. The concept of a WBS is dealt with in the chapter on Estimating and again under Planning. But in both instances it is dealt with after the topic rather than before. It should demonstrate that a WBS is the foundation upon which these topics are built. Secondly, the section on Contracts is more akin to a generalised lecture note rather than dealing with the principles behind the I Chem. E Red and Green Books. There is no mention or discussion on say ‘Process Guaranties’ but there is too much focus on civil engineering — issues such as FIDIC, the New Engineering Contract (NEC — which should now be called the ECC), and the role of ‘The Engineer’. The Engineer does not adjudicate in contracts used in the process industries! The foregoing, and many other issues, led me to conclude that the Tools, Techniques and Skills sections had been ‘cobbled together’ from old material with little integration or editing. Unfortunately, the Glossary was not as effective as one would hope — a difficult task! Some terms are absent and some incorrectly defined: e.g. CIF correctly defined under the chapter on Shipping but incorrectly defined in the Glossary. The distinction between a PBS and WBS is not made and OBS is incorrect. Consideration means ‘something of value’ not necessarily payment. If one French term ‘Produit en main’ is defined, why not another - ‘Pilotage?’ A common word used by contractors namely, ‘Proposal’, was missing. There are also numerous poor definitions: ‘Cost — see Contract price’. Cost and price are different! ‘Project manager — see also Project engineer’. A bad start to a definition, to say the least!! Unfortunately, many more. It might have been better if some of the photographs, e.g. those where two or three people are looking at a computer screen or a drawing were replaced by cartoons. However, whilst the cartoons try to translate the concepts in the text into visual images, they lack the humour or the insight of the high standard produced by a Larson or Dilbert cartoon. Whenever I have been involved in a project management activity, conference, training course, consultancy or reviewing articles, I always find that I have learned something new. In reviewing this book I have struggled
490
Book reviews / International Journal of Project Management 19 (2001) 485–490
to achieve this objective. I found it rather like the British Standard on the subject: if you know anything about the subject it does not tell you anything new, and if you are just beginning in project management it does not tell you what and how to do anything! For someone experienced in project management the book is full of little errors or issues with which one would disagree. For the inexperienced, target reader, the book will perpetuate misconceptions. This may seem a harsh statement bearing in mind the content of the Tools and Techniques sections but there are many books which PII: S0263-7863(01)00019-9
develop these in better detail. I am unable to comment on the quality of the printing and binding since I was only provided with what appeared to be a final photocopied proof of the book. Reluctantly, I have to say that if I had paid £56 I would be really disappointed. Garth G.F. Ward 11 Belmont Road Twickenham Middlesex TW2 5DA UK
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