Preface                                            v
  PART ONE:  THE PROJECT CONTEXT                     3  
    The subject: purposive action   An               3  
    introduction.
    Thinking about managing projects   Five          7  
    fundamental points.
    Value added   Value added by design is a         12 
    potential be realised.
    Design artistry   A concept of professional      18 
    competency.
    One time, on time   A contemporary management    23 
    focus.
    The life-cycle concept   The internal dynamic    26 
    of projects.
    Getting it right, first time, up front           28 
    Leverage in the project life-cycle.
    Managing design   Aspects of managing design     32 
    inputs to a project.
    A project recipe   Summarising the project       38 
    situation and its management.
    A parable   How badly things can go wrong!       40 
  PART TWO:  DECISIONS AND TECHNIQUES                49 
    Simplified decisions   The importance of         49 
    simplifying decision-making.
    Heuristic   The ancient art of simplified        55 
    problem-solving.
    Scheme sign-off gateway   A key point of         59 
    change in the project history.
    The WBS   A fundamental PM technique.            63 
    Picturing it   Planning is a mapping of          67 
    future intended actions.
    Fishbone framing   A simple technique for        72 
    identifying main activities.
    Synchronised efforts   `Pass the baton' and      79 
    `concurrent' planning.
    Monitoring and control   The planning is done    82 
    and the job is underway -- now what?
    Disparate perspectives   Project criteria        91 
    depend upon your viewpoint.
    Props and pitfalls   Two (twin) aspects of       94 
    the project situation.
  PART THREE:  MANAGING COSTS AND FEES               99 
    Change, understanding and risk   The             99 
    relationship between these factors.
    Costing technique overview   The issue of fee    102
    scales and the concept of the response slope.
    Variety and complexity   Acknowledging these     111
    two factors.
    Practice cost benchmarks   Deconstructing the    113
    former RIBA fee scale.
    Bottom-up   The Standard Form of Agreement       122
    and fee estimating criteria.
    Heuristic trapezoids   A simple technique of     126
    usefulness to architects.
  PART FOUR:  CULTURES AS ACTION SYSTEMS             131
    Commitment as action   Looking at the project    131
    process in terms of commitments.
    Contractual relations   Three fundamental        134
    types of contract.
    Cultural architectures   Culture as an           138
    organisational architecture.
    Cultural stereotypes   Common stereotypes.       141
    Cultural layers   From suits to boiler suits.    149
    Taylorism   The grand-daddy of scientific        151
    management.
    Professionals on the job   Seminal research      154
    into how firms can satisfy staff.
    Quality   An important issue and an abused       156
    term.
    Teams   Understanding the importance of the      160
    team concept.
    Me manager; you ox   Motivation theory.          164
    Leadership and team dynamics   Waves in the      166
    life-cycle.
  PART FIVE:  CONCLUDING SECTION                     181
    Head in the clouds/feet on the ground            181
    A brief project management dictionary            183
    A network primer                                 191
  References                                         195
  Notes                                              202
  Index                                              205