Cover; Contents; Acknowledgments; Introduction; Chapter 1: Law Zero: No Project Should Be Allowed to Proceed Without Clear Specification and Acceptance Criteria, that Are Understood by All Participants; Chapter 2: Law One: Projects Are All About Money and the Quality of the Deliverable; Like Water, Both Leak Out Through Holes in the Project's Structure; Chapter 3: Law Two: Paper Is Cheaper to Change than Concrete; Chapter 4: Law Three: Sometimes the Best Solution to a Problem Is Not to Have It; Chapter 5: Law Four: Learn the Rules.

Chapter 10: Law Nine: A Project Isn't Finished Until It's FinishedAbout the Author; Index; Adpage; Backcover.

Chapter 6: Law Five: Change Is an Inherent Feature of Any Project If You Don't Manage Change You Will Be the Victim of It; Chapter 7: Law Six: Nine Women Can't Make a Baby in One Month; Chapter 8: Law Seven: A Triangle Illustrating the Relationship Between the Constraints of Time, Quality, and Cost Can Be Drawn for Every Project, the Priority Allocated to Each Constraint Will Be Unique to that Project and If Any Two Are fixed the Third Will Have to Be a Variable; Chapter 9: Law Eight: Site Is Where the Project Finally Goes Right, or Wrong.

Some projects fail and many more disappoint; our news media often reports projects being over budget, or late, or failing to meet expectations; or all three. So what features of their specification, design, or management cause these failures? In this book, by using examples from around the world and the personal experience of 50 years of project engineering and management, both at the domestic and large industrial scale, the author leads the reader through the traps that await the unwary or inexperienced, whatever their role within a project team. While there is much here for full-time professional Project Managers, this is not a book written exclusively for them and the problems of domestic and community projects are also considered. Like all professions, project management has developed a whole range of esoteric processes, complex computerized tools and jargon that can make the role seem exclusive and unrelated to those who occasionally find themselves undertaking the role. The Author defines nine natural laws underlying the processes and common to projects of every size and type that, if broken or ignored, will lead to project failure; each law has its own chapter. The author makes no apology for mixing the industrial and domestic tasks of project management because these laws are fully scalable, from refurbishing your kitchen to building a factory in a foreign land. The full range of project management and site management tasks get a mention in this easy to read book, the use of which will certainly save you from wasting time and money, whatever your role in the wide project community.