This second edition has been influenced by the author's move to the Manchester Business School which created for him different opportunities and experiences. It has also benefited from research  producing an evolving understanding of managerial information processing using ICT. This research into the use of ICT seems to have produced the greater impact on this edition. Way back in the mists of my memory the Project Manager, or whatever the post was called in those far of days, seemed to hold all the information or at least the sources of information in their head. The processing of managerial information was less and easily controlled by the PM's office. Perhaps projects were smaller, less complicated or slower to construct then as now. Today the storing and processing managerial information to support managerial decisions relies heavily on ICT and the various systems serviced by ICT. The dependence on ICT and the importance of managerial information processing is well reflected throughout the book.

The books aims are:

1)      To provide a total perspective on the management of construction projects.

2)      To apply business process analysis to the management of projects. ( Reflecting the author's Business School experience)

3)      To define the principles of construction project management.

4)      To review the large number of tools and techniques available.

5)      To place ICT at the heart of the process.

To deliver these aims the author has produced 17 chapters structured into 5 sections.

The sections of the book are:

i) Introduction.

Two chapters setting the context.

ii) Defining the Project Mission.

These chapters define the client and stakeholder needs

iii) Mobilising the Resource Base.

This section addresses the formation and motivation of the project coalition and the management of the supply chain.

iv) Riding the Project Life Cycle.

This is the largest section comprising seven chapters dealing with: client surprise; defining problems and generating solutions; managing the budget; managing the schedule; managing conformance; uncertainty and risk; and project information flow.

v) Leading the Project Coalition.

This section addresses the design of the project organisation, infusing the project mission and a concluding chapter 'Managing Construction Projects Consummately'

Each chapter features a case study and it is these case studies that distinguish this book from the more academic books on project management as they provide a context of realism for each chapter.

The preface to the first edition targets the intended readers as 'reflective practioners who wish to develop their capabilities to manage the whole rather than part,'. The second edition clearly suits the same intended readers.

Professor Ronald McCaffer