First published in 1995 with its second edition in 2002 this established text has come out as a third edition in 2008.

This work has become a promoter of best practice in project management providing a clear description of the aims of project management and presents both theory and practice.

The strength of the text is that it draws on the expertise of ten authors, each dealing with their own area of expertise. So each chapter is authoritatively written.

The book covers:

• Projects and Project Management - N.J. Smith & Denise Bower
• Volume Management - Anthony Merna
• Cash Flow, Project Appraisal and Risk Management - N.J. Smith
• Quality Management in Projects - Anthony Merna
• Environmental Management - Ian Vickerage
• Project Finance - Anthony Merna
• Cost Estimating in Contracts and Projects - N.J. Smith
• Programme Management - Steven Male
• Planning - N.J. Smith
• Project Control Using Earned Value Techniques - Denise Bower
• Contract Strategy and the Contractor Selection Processes - David Wright
• Contract Policy and Documents - David Wright
• Project Design and Structure - Krisen Moodley
• Design Management - Peter Harpum
• Supply-Chain Management - Steven Male
• Partnering - Denise Bower
• Private Finance Initiative and Public Private Partnership - Anthony Merna
• Project Stakeholders - Krisen Moodley
• Project Management in Developing Countries - Ian Vickerage
• Projects in Controlled Environments 2 - M.J. Gannon
• The Future of Engineering Project Management - N.J. Smith

Interestingly the book contains a chapter outlining the Office of Government Commerce PRINCE2 project methodology. Whilst not intended to be a users guide it offers a unique insight into the increasingly popular approach. A methodology cannot guarantee project success but it does provide a rigorous framework in which the project manager can operate In this wide range of topics the authors are attempting to address issues relating to a wide range of projects] types, large and small, multi-disciplinary and operating at home and internationally.

This breadth may leave the authors open to the charge of trying to cover too much and thereby paying a price in reducing the level of  detail. However I see this breadth as a strength in that the wide range of topics relating to project management is contained in one text and no one, professional engineer or student has ever been known to buy several books when one will do. The authors approach has been to provide further reading in each chapter for those requiring greater detail.

The authors are even brave enough to include a chapter on the future of project management which is stimulating and challenging to current practice.

For any engineer, student, or institute with an interest in project management this book will be one of the books on their desk. I nearly said shelf, but its value is such that it ought not to be on the shelf, it should be opened and used.

Professor Ronald McCaffer