INTERNATIONAL JOURNAL OF
PROJECT
International Journal of Project Management 23 (2005) 169–172
Book reviews
Harrison, Frederick, Lock, Dennis, Advanced Project
Management – A Structured Approach, fourth ed., Gower
Publishing Limited, 2004, 315 p., ISBN 0-566-07822-8,
£67.50
It is difficult to identify the target readership. In the
preface, the new author to the partnership states that
he has recommended earlier editions ‘‘to those of my
students showing a desire to progress beyond the usual
basic syllabus.’’ In the introduction to Chapter 9 –
ÔStructured project planning, etc.Õ it states ‘‘today we
must assume that any competent project manager (and
most readers) will have at least some working knowl-
edge of one or more of these techniques. However, for
those completely new to the subject, we start this chap-
ter with a brief account of the critical path method.’’
Further, for an advanced book on project management
why mention a methodology named after a male royal
heir (obviously a prejudice of the reviewer!).
Often terms and concepts are introduced and the
reader is rightly assumed to understand their meaning,
only to find that they are defined in detail later on. There
are also many occasions when, without any linking or
reference, topics are repeated or discussed again at a la-
ter stage, which could have benefited by amalgamation.
By contrast, there are many snippets of information
mentioned, in passing, at the end of a last paragraph
or subsection which are of considerable importance
and which deserve more emphasis or discussion.
The book is not advanced project management but
mainly about developing aspects of project management
to a more advanced level. It is also the dilemma
throughout the book. In many instances, it covers the
basics but it does not necessarily take a topic to an ad-
vanced level.
Judging it as a book for those who are new to pro-
ject management or who wish to develop to a more ad-
vanced level, it has much to commend it. Being
someone who believes they know something about
the subject, I found much that I could debate. Judging
it as a book on advanced project management there is
much to criticise, and this is the perspective taken for
this review.
The book is structured in four parts:
Part 1: setting the scene.
Part 2: project organisation.
MANAGEMENT
www.elsevier.com/locate/ijproman
Part 3: planning and scheduling.
Part 4: managing projects.
The elements that are new to the book, implying a
more holistic approach, are not addressed with the same
thoroughness as the core elements, and they are the
weakest parts of the book.
In Chapter 1, it states ‘‘. . . the organisation struc-
ture, the Project Management Information Systems
including the planning and control system and the hu-
man system must be viewed and combined as one inte-
grated system. This is the essence of the advanced
approach to project management implied by structured
project management.’’ This is also the essence of the
content of the three main parts (2, 3 and 4) of the
book.
There is some inconsistency in the structure and pres-
entation of the book. There is an introduction to Parts 1,
2 and 3 but not for Part 4. Only four chapters have a
conclusion section and only Part 2 has a summary for
the whole part. In the body of the text, some of the ref-
erences to figure numbers are supported by page num-
bers, others are not. The index is poor – see ÔScopeÕ
example below. The illustrations are good and support
the text well. The glossy hardback binding is well suited
to survive a lot of handling.
There is a detailed contents section, list of figures and
list of abbreviations used. There are two pages of bibli-
ography for the book as a whole that are augmented by
a short list of references and further reading for each of
the bookÕs four parts. The references and further reading
for the project organisation part of the book has, from
my perspective, a vital omission, namely: Organisational
Alternatives by Robert Youker – Presented at the eighth
Annual Symposium, Project Management Institute
Montreal, Canada, October 6–8, 1976. This seminal pa-
per forms the basis of all that has been written on the
subject since that date.
There are useful references to the IPMA/APM/PMI
and although PMI publications are mentioned, there is
no mention of the International Journal of Project
Management!
The format and style of the headings used for the text
was initially confusing. First order headings
appear as illustrated. SECOND ORDER HEAD-
INGS are in capitals and Third order headings
can be confused with first order headings. Further, it is
170 Book reviews / International Journal of Project Management 23 (2005) 169–172
slightly irritating for an ÔEnglishÕ book to use the Ameri-
canised spelling of Ôorganization, functionalization, rec-
ognized and other words using a ÔzÕ. Conversely, I
should like to have seen a capital ÔPÕ and ÔMÕ for Project
Manager.
Chapter 1 – Introduction to Project Management,
takes care to explain the basic concepts. It does this well,
encompassing different disciplines, businesses and situa-
tions. Later, physical projects are used as examples since
they are more illustrative and easier to understand. Fur-
ther, this is where the totality of ÔadvancedÕ project man-
agement is more fully developed and used. However, I
wish there had been less use of construction projects
as examples in the book as a whole – the construction
industry is not known for its use of advanced project
management!
Chapter 2 – Project definition and appraisal, illus-
trates the main criticism of the book as a whole. Most
of the words are there, but not quite in the right way
or not quite in the right context. For example, project
definition and scope of work are briefly mentioned but
under the sub-heading of ÔTask list and work break-
downÕ (nine lines in all). There is a much better descrip-
tion – five paragraphs (in Chapter 14 – Controlling
progress) under a sub-heading of ÔProject definition.Õ
Further, these are surprisingly, for such an important
subject, the only two of the three occasions where some
form of the term Ôproject scopeÕ is mentioned in the
book. In the index, the word ÔscopeÕ does not exist in
its own right under ÔSÕ but exists as Ôproject scopeÕ. It
only refers to page 9 where it says ‘‘the scope of the pro-
ject has to be defined. . ..’’ It does not refer to the use of
the term in Chapter 2 ‘‘this means defining the scope of
the project,’’ nor does it refer to the use in Chapter 14
‘‘various terms are used to describe this project defini-
tion, such as project scope, statement of work. . .’’ This
last one is referenced under Ôproject definition.Õ The
above extracts are the sum total of the treatment of pro-
ject scope in the whole book! Nowhere does it say that
one of the main objectives of the WBS is to help define
and control the scope of the project. The focus is, as in
Chapter 2, on producing a task list.
Estimating is not treated in totality as a subject in its
own right and there are only three references when an
aspect is briefly mentioned. There is no indication that,
at this early stage of the project, it is unlikely that an
estimate can be based on a task list. Exponential or par-
ametric estimating techniques (not mentioned) are more
likely to be used.
Sensitivity analysis is mentioned in two brief para-
graphs. There is no mention that this subject is dealt with
in more detail in Chapter 13 on ÔRiskÕ. Further, there is
no mention of superimposing a probability contour.
The subject of financial appraisal is illustrated with
an example using simple Payback and NPV calculations.
Strictly speaking the column headed ÔNet present valueÕ
in the example should be ÔPresent valueÕ and it is only
the total of this column that is the ÔNetÕ figure. Another
option using average rate of return on investment is not
mentioned.
The introductory paragraphs of the chapter have a
brief allusion to project phases. This is where the con-
cept of Ôstage gatingÕ used by owners as part of their
early evaluation, go/no-go process, to move from one
phase to another, could have been usefully discussed.
The issues identified so far raise the question ÔWhat is
advanced project management?Õ Over the years, as a
Consultant Trainer, I have concluded that the Ôadvanced
natureÕ of a topic is determined by peoplesÕ intellectual
capability, their experience and, hence, the level of dis-
cussion. However, one area stands out as ÔadvancedÕ,
namely the commercial subjects of:
Bidding/tendering. Raising finance/project appraisal.
Payment mechanisms and terms.
Contracts and contract strategy. Contract law. Risk.
Of the above, only project appraisal and risk are spe-
cifically addressed. However, risk should also be an inte-
gral part of every aspect of project management – this is
not apparent in the book as a whole.
Further, I object to procurement, quality and cost
management being called Ôassociated disciplinesÕ in
Chapter 3. I particularly take issue with the brevity
with which the subjects are addressed. To quote the
authors ‘‘. . .project management is far more than that,
not least because of its particular organisational, hu-
man relations and control factors.’’ To this, I would
add its need to be able to manage and integrate all dis-
ciplines. Consequently, when other disciplines are in-
volved in a project they need to be addressed as part
of project management.
By contrast to Part 1, the remaining Parts of the book
are presented in a very thorough manner, although tack-
led with a rather theoretical approach and in a manner
to suit those who are new to the subject.
The summary to Part 2 – project organisation could
make a good introduction to the part as a whole. At
the start of this Part the terms: groups, functional
departments, organisation units, functional groups,
are thrown out in an alarming mix. I had to work to
keep up with the terminology. There are also areas of
repetition where issues could have been grouped to-
gether. For example, the matrix organisation is dis-
cussed in four places. Again more detailed debate is
needed in order to address the advanced concepts
involved.
The independent team or taskforce is precisely de-
scribed with ‘‘people, groups and other assets, allocated
completely to the project organisation . . . The project
manager has full line authority over all these resources.’’
It does not mention that Project Managers will be lucky
 Book reviews / International Journal of Project Management 23 (2005) 169–172
if they experience full line authority, in a true dedicated
project team, once in their project management careers.
The term ÔtaskforceÕ is commonly used to describe the
organisational situations used as examples, but both
are strong matrix organisations.
I feel there is not enough on how to make the matrix
organisation work, rather than emphasising its prob-
lems. I agree with the authors that it is essential that
the Project Manager sticks to what and the Functional
Manager sticks to how the technology is performed.
However, more debate is needed over the split of
responsibilities. For example, the Project Manager has
total responsibility for the scope to be delivered to the
client, but the Functional Manager has influence over
the specifications to be used. Further, as a Project Man-
ager, I would expect to have the right of veto over the
choice of personnel. Rather than placing the emphasis,
‘‘when differences occur,’’ on ‘‘who should initially be
obeyed’’, I should prefer more discussion about the
influence that each manager exerts over schedule, bud-
get and quality of the work to be performed. There
was no mention of involving the Project Manager in
the performance appraisals of the members of their
team. Further, ‘‘the chief executive or senior general
managers have the responsibility for setting up the
organization structure, and it is important that they
specify it without ambiguity. ‘‘As a Project Manager I
would hope to do this myself in consultation with the
Director of Projects.
Part 3 – Planning and scheduling, consists of six thor-
ough chapters on various aspects of the main heading
and one chapter on Risk. I like Chapter 7 – Introduction
to planning and scheduling, since it is just that – a good
introduction to the subject.
Chapter 8 – The structured approach to planning and
control provides a detailed exposition of work breakdown
structures. However, there is no mention of product
breakdown structures (PBS). The APM body of knowl-
edge makes an important distinction between the PBS
and the WBS. The emphasis is on scheduling rather than
planning.
A lot of this Part is on how software is used in an
integrated structured approach. However, I do wish that
the authors had not given space to discussing that
‘‘ubiquitous’’ American software package in an ad-
vanced project management book.
Chapter 14 is a good chapter on the general principles
of control rather than specifically controlling progress.
Chapter 15 – deals with controlling costs but I do not
like the emphasis on the accounts department, rather
than a cost supervisor being an integral part of the pro-
ject management team. However, I must agree with the
opening paragraph to this chapter ‘‘Much that is said
and written, about controlling project costs is about cost
measurement, cost analysis and cost reporting.’’
. . .‘‘Control implies taking action.’’
171
Chapter 16 – Earned value analysis. If there is an
advanced subject in project management, then this is
it. I will admit that I did not work through all of
the details in this chapter. I did wonder, though,
why there was no ÔbarÕ for activity B on the Gantt
chart for Project Y. – so, I hope the rest of the details
are correct. Some discussion on using other ÔS curvesÕ
would add value. Despite the validity of the concepts
of earned value, it must be one of the least used pro-
ject management techniques. Even some sophisticated
project management companies do not use it on all
of their projects.
Chapter 17 – Handling and reporting information.
This chapter is really an overview of a project manage-
ment information system and could be regarded as a
brief, for the design of such a system. Apart from Chap-
ter 3, this is the only place in the book that mentions
quality management – a main heading – but is dealt with
in 12 lines. Having identified the importance of control-
ling in Chapter 15 the emphasis is, by contrast, placed
on measurement and reporting.
Chapter 18 – Managing project changes. Nowhere in
this chapter is there a mention of the Project Manager
or their involvement in this topic! I really do not like the
‘‘Change Committee or Change Board.’’ ‘‘ . . .a committee
of experts convened regularly to consider changes. . .’’
Chapter 19 – Centralised or decentralise planning and
control, is a useful chapter on issues to be considered on
the subject and the concept of a Project Support Office
or Project Services Group.
Chapter 20 – People in projects, ‘‘endeavours to take
an applied and realistic approach. . .’’ However, I find
the approach very theoretical. It would have been useful
to develop the discussion of Blake and MoutonÕs mana-
gerial grid into the very practical model of Situational
Leadership.
The section on team development would be enhanced
by discussion of TuckmanÕs team development cycle. I
disagree with team building courses ‘‘are preferably
run in-house.’’ In my experience, a residential environ-
ment away from the distractions of the workplace is
much more effective. The challenge is how to achieve
the benefits in-house.
The last chapter, Chapter 21 – Conflict in projects
dealt with the subject in a very readable and thorough
manner, examining it from a number of perspectives.
However, these 15 pages are in sharp contrast to the
five pages on managing conflict. I would prefer more
on how the theory applies to the Project ManagerÕs
role.
Overall the bookÕs emphasis is, as stated, a struc-
tured approach. However, this seems to ignore the role
that the Project Manager should play in many of the
important decision-making and influencing areas. I feel
that much of what is said misses the mark for an ad-
vanced book on project management. To someone
172 Book reviews / International Journal of Project Management 23 (2005) 169–172
experienced in project management but wishing to
achieve an advanced level, I would be disappointed
in my investment of £67.50. As someone developing
their project management capability it raises many is-
sues for consideration.
doi:10.1016/j.ijproman.2004.09.002
The Project Manager’s Guide to Handling Risk,
Alan Webb. Gower, Aldershot, 2003, Hardbound 179
pp., £55.00, ISBN 0 566-08571-2
This is the latest in a line of publications that Gower
has recently published which build on GowerÕs Hand-
book of Project Management 3rd ed. AlanÕs book enters
a very crowded market place with some 200 publications
being released in the past 5 years which deal with the
subject of project risk management. Readers of IJPM
will also know the level of interest in risk management
from the regular appearance of papers on the topic.
To my mind any risk management book entering this
market place must offer something different which I
not wholly convinced AlanÕs book does.
One unusual feature is the edition of a CD ROM that
features demonstration version of various risk analysis
software that are discussed in the book. In some ways
this sums up the book in that it draws together a range
of ideas and presents them in a more accessible format
from the viewpoint of a project manager. In that respect
the book does exactly what the title says. This bringing
together of current issues is actually a stated aim of the
book, as the foreword by Dave Hall states:
Alan has gathered together much of the
available information about risk manage-
ment best practice in this one book, thereby
enabling the novice and the expert to ponder
the many and diverse factors that are at work
identifying, assessing and managing risk.
doi:10.1016/j.ijproman.2004.07.002
Garth G.F. Ward
11 Belmont Road, Twickenham
Middx TW2 5DA
UK
E-mail address: ritchie:ward@htinternet:com
The book offers no surprises commencing with an
overview of risk, a description of differing aspects of
risk management and concluding with the use of soft-
ware for risk analysis which also ties in with the afore-
mentioned CD ROM. There is an extensive list of
software vendors provided as an appendix but the glar-
ing omission to my mind is a bibliography. At the end
some chapters mention is made of pertinent publica-
tions but these are very limited in number being less
than 10 in total. Given that the stated aim of the book
is to bring together risk management ideas I believe
readers would want to know the source of these ideas
and where to go for a more detailed analysis of the
ideas discussed.
One of the areas which the book covers very well
deals with organizational issues in risk management.
This area is either poorly or not dealt with in many of
the existing publications. Alan discusses how the risk
management process needs to be embedded into the
wider organization and also the impact different pro-
curement mechanisms have on risk transfer.
If you want to get a wide overview of risk manage-
ment then this book is worth considering especially if
you also want to experiment with risk analysis software.
However, project managers who want to more actively
manage risk on their projects will need to seek out more
substantive texts.
Steve Simister
Oxford Management & Research Ltd
UK