Dennis Lock began his career as an electronics engineer in a research laboratory, but has since served many years in project and administration management in the heavy machine tool and non-ferrous mining industries. Dennis has also carried out successful consultancy assignments in Europe and the United States, and was for eight years an external lecturer in project management to master's degree students at two British universities. He is a fellow of the Association for Project Management and a member of the Chartered Management Institute. As a best-selling author, he has written or edited well over 50 books, many published in multiple languages.

Shane Forth is a Fellow of the Association for Project Management and the Association of Cost Engineers with over 40 years' experience in the oil, gas, nuclear power and other industries. As 'GO FORTH' he provides consultancy services to help organizations develop the skills of their project management people. Shane sits on working groups and lectures at universities and events. For his MSc he won the Stephen Wearne Award for best overall performance. He also won APM's Geoffrey Trimble Award for best master's post-graduate dissertation. Shane has been honoured twice by the Engineering Construction Industry Training Board (including a national award for individual leadership and significant contribution to training and development).

PART I: GETTING STARTED; 1 Project fundamentals; 2 Introducing project controls; 3 Project authorization; 4 Control principles; 5 Essential coding structures; PART II: PROJECT ORGANIZATION; 6 Organization structures; 7 More complex organizations; 8 The project management office; PART III: COST CONTROL; 9 Introduction to cost accounting; 10 Introduction to cost estimating; 11 Cost estimating for construction; 12 Cost estimating accuracy; 13 Project cost accounting and control 1; 14 Project cost accounting and control 2; PART IV: SCHEDULING; 15 Basic planning methods; 16 Critical path planning; 17 Accelerating the project; 18 Scheduling project resources 1; 19 Scheduling project resources 2; 20 Project schedule technical integrity; 21 Controlling project manufacturing; 22 More specialized scheduling; PART V: RISK MANAGEMENT; 23 Introduction to risk management; 24 Qualitative risk management; 25 Quantitative risk management; 26 Useful risk management tools; PART VI: PURCHASING AND CONTRACTS; 27 Controlling purchasing; 28 Project contracts; PART VII: MONITORING AND MEASURING FOR CONTROL; 29 The integrated project baseline; 30 Reviewing the integrated project baseline; 31 Managing progress; 32 Controlling changes; 33 Performance measurement and analysis; 34 Forecasts and corrective actions; PART VIII: INFORMATION AND COMMUNICATIONS; 35 Communications and documentation; 36 Controlling archives; 37 Meetings; 38 Giving controls high visibility; PART IX: ASSURANCE AND GOVERNANCE; 39 Project reviews and audits; 40 Governance of controls; PART X: PEOPLE; 41 Managing project people; 42 Performance improvement methods; 43 Managing yourself and your career; PART XI: CASE EXAMPLES; Case A: The Herbert-Ingersoll tragedy; Case B: The Channel Tunnel project; Case C: Losing and regaining control