488 Book reviews / International Journal of Project Management 19 (2001) 485–490

some well-designed charts and a matrix that, together, communications, and on establishing a regenerative
illustrate and explain the effect of various contract pay- workplace. Dr. Hartman stresses that the project team
ment options on the amount and apportionment of cost should include clients, members of the supply chain and
risk and performance risk. regulators. This is all part of the SMART Management
I am not in sympathy with Dr. Hartman’s views on aim to align all the project interests, alignment being
detailed work planning. For example, he devotes very lit- defined in Chapter 4 from the following three points of
tle space to the need for a coded work breakdown struc- view:
ture. Contrast this with Stephen A. Devaux’s assertion (in
1. The project needs to be aligned with the corporate
Total Project Control, 1999, Wiley) ‘If I could wish but
direction of the stakeholder businesses.
one thing for every project, it would be a comprehensive
2. The project team members need to be aligned with
and detailed WBS. The lack of a good WBS probably
the project and what it is to achieve.
results in more inefficiency, schedule slippage, and cost
3. The tools, techniques and processes we use to
overruns than any other single cause’.
manage the project need to be aligned with what
Dr. Hartman does mention critical path analysis and
we are trying to achieve and the priorities in doing
he provides his own method for deciding the three esti-
so effectively.
mates required by PERT (optimistic, most likely and
pessimistic are replaced by perfect, most likely and out-
rageous). But he appears to give the principal planning There is much more that I could write about this book
role to RACI+ charts, stating that ‘RACI+ charts given enough space. Although I have indicated one or
provide a current roadmap for project communication two aspects with which I disagree, this work is packed
to all participants’. An RACI+ chart is a linear with sound advice derived from research and experience
responsibility matrix with a Gantt chart extension. We involving hundreds of projects. It is all well written, put
are advised that each chart should cover a short period together with care, adequately explained and well illu-
ahead, perhaps four weeks. In my view this process is strated. I found the text too concentrated to read in long
more easily and cheaply achieved using computer soft- sessions and suggest that, like a rich fruitcake, it should
ware to prepare work-to lists (derived from critical path be consumed in small slices. I recommend it unreservedly
analysis). All decent software can edit and sort tasks as an enjoyable read that contains something of value
into lists according to the needs of individual managers, for every project manager.
departments or project participants. Perhaps Dr. Hart-
man does have access to software that can produce his
RACI+ charts. Dennis Lock
Organizational aspects are dealt with in several chap- 29 Burston Drive, Park Street
ters, the emphasis being on creating a viable team, good St Albans, AL2 2HR, UK

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Project Management for the Process Industries The book is designed to complement the I Chem. E’s
Gillian Lawson, Stephen Wearne & Peter Iles-Smith. conferences and continuing education courses. Without
I Chem. E, 1998, ISBN no. 0-85295-406-9, 383 pp. knowledge of the specific details of these courses it is
difficult to determine if the book meets its stated objec-
On first examination of this book I was quite excited. tive of complementing them. The preface states that ‘the
I thought the structure was exactly right for an exam- book is for everyone who has responsibilities for some
ination of Project Management in the Process Indus- or all of a project. It is also for engineers and others
tries. The first half is an analysis of the project phases who contribute to projects who wish to have a better
and this is complemented by the second half on the understanding of the processes. . .’ This implies that
tools, techniques and other specialist skills needed to readers would have at least some experience of working
support Project Management. A simple project is cho- in a project environment. All of the above made me
sen as a case study and is developed at the end of each think that this could be a really useful book.
chapter to illustrate the issues involved. In addition, The concept of using and developing the same case
there are checklists at the end of each chapter together study to illustrate the particular elements of each chap-
with suggestions for further reading. The book is illu- ter is an excellent concept. However, I was uncertain as
strated with diagrams, cartoons and some photographs. to whether it achieved its objective. It raised questions
 Book reviews / International Journal of Project Management 19 (2001) 485–490 489

for consideration but did not give enough examples of section. The majority of the section on different projects
suggested solutions. Further, I wondered if the simpli- would have been better positioned at the end of Part
city of the case meant that the reader might not be able One of the book. But why did this section cover ‘EPIC
to extrapolate it into a more complex environment. projects — joint ventures, consortia and alliances?’
The references and bibliography looked really good These are part of Contract Strategy and should have
but from my point of view there were two major and been covered in the section on Contracts — and to a
surprising omissions. Firstly, a reference to the seminal limited extent they were.
work on Organisational Alternatives by Robert Youker There are two major criticisms of the Tools and
and, secondly, to the fundamental text on Team Roles Techniques section. The first is the failure to address
by Belbin. However, I thought the suggested further Product and Work Breakdown Structures (WBSs) as a
reading at the end of each chapter added value. In the separate topic in its own right. After all, all other pro-
same way, the Glossary of Terms was also useful to ject management tools are developed from, or are based
provide what appears to be a complete reference book on this fundamental concept. The concept of a WBS is
on the subject of Project Management in the Process dealt with in the chapter on Estimating and again under
Industries. Planning. But in both instances it is dealt with after the
Thorough reading and analysis did not support the topic rather than before. It should demonstrate that a
initial optimism. The book is written at a level that WBS is the foundation upon which these topics are
suggests someone entering the process industry with lit- built.
tle knowledge of the industry. Principally, there are too Secondly, the section on Contracts is more akin to a
many flaws in both structure and detail. The basic generalised lecture note rather than dealing with the
structure could/should have been developed further. As principles behind the I Chem. E Red and Green Books.
the work processes in the various phases were described, There is no mention or discussion on say ‘Process
a reference could have been made as to which tool/ Guaranties’ but there is too much focus on civil
technique or skill required emphasis at that particular engineering — issues such as FIDIC, the New Engi-
point. There is, however, some cross referencing in two neering Contract (NEC — which should now be called the
or three of the check lists. ECC), and the role of ‘The Engineer’. The Engineer does
It is right and proper that a book of this nature not adjudicate in contracts used in the process industries!
should be written from a client/owner perspective. The foregoing, and many other issues, led me to con-
However, it would have had greater value if, after the clude that the Tools, Techniques and Skills sections had
letting of Contracts, the emphasis had changed to been ‘cobbled together’ from old material with little
introduce more of a contractor perspective for the integration or editing.
execution phases. Unfortunately, the Glossary was not as effective as
‘The book aims to describe best practice. . .’ However, one would hope — a difficult task! Some terms are
there is an assumption that the reader of the book is both absent and some incorrectly defined: e.g. CIF correctly
project manager (or project engineer) and process engi- defined under the chapter on Shipping but incorrectly
neer. This is a major mistake made by most clients. One defined in the Glossary. The distinction between a PBS
can not be both creator and manager at the same time. and WBS is not made and OBS is incorrect. Considera-
Whilst the book states ‘‘try to separate your roles’’ it does tion means ‘something of value’ not necessarily pay-
not give it enough emphasis or explanation. A parallel ment. If one French term ‘Produit en main’ is defined,
example would be the inability of the creative architect to why not another - ‘Pilotage?’ A common word used by
manage a project, with almost invariable failure in terms contractors namely, ‘Proposal’, was missing. There are
of project management objectives. The ‘typical organisa- also numerous poor definitions: ‘Cost — see Contract
tion of a contracting company’ was far from typical. For price’. Cost and price are different! ‘Project manager —
example, in main stream contracting in the process see also Project engineer’. A bad start to a definition, to
industries Procurement, Construction and Commission- say the least!! Unfortunately, many more.
ing do not report to the ‘Director Project management’. It might have been better if some of the photographs,
The structure of the Tools, Techniques and Skills e.g. those where two or three people are looking at a
sections could have been improved in some instances computer screen or a drawing were replaced by car-
and was illogical in a number of other instances. Basics toons. However, whilst the cartoons try to translate the
of Accountancy and Shipping seemed an odd combina- concepts in the text into visual images, they lack the
tion of subjects in one chapter. The Shipping portion humour or the insight of the high standard produced by
might have been better placed with the rest of Procure- a Larson or Dilbert cartoon.
ment discussed in the first part of the book. Similarly, Whenever I have been involved in a project manage-
the penultimate chapter on Value Engineering could ment activity, conference, training course, consultancy
have been given greater prominence either, by inclusion or reviewing articles, I always find that I have learned
in the first section of the book, or in the Techniques something new. In reviewing this book I have struggled
490 Book reviews / International Journal of Project Management 19 (2001) 485–490

to achieve this objective. I found it rather like the Brit- develop these in better detail. I am unable to comment
ish Standard on the subject: if you know anything about on the quality of the printing and binding since I was
the subject it does not tell you anything new, and if you only provided with what appeared to be a final photo-
are just beginning in project management it does not tell copied proof of the book. Reluctantly, I have to say that
you what and how to do anything! For someone if I had paid £56 I would be really disappointed.
experienced in project management the book is full of
little errors or issues with which one would disagree. Garth G.F. Ward
For the inexperienced, target reader, the book will per- 11 Belmont Road
petuate misconceptions. This may seem a harsh state- Twickenham
ment bearing in mind the content of the Tools and Middlesex TW2 5DA
Techniques sections but there are many books which UK

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