Project management Books

Book SynopsisUnderstanding project endings is a significant part of project management, yet there is relatively little work published in this important area. This book addresses the gap, focusing on the successful management of project endings, showing how to plan for the ending of a project, how to create ending competencies, and in particular, how to successfully manage relations with different stakeholders of a project as it is coming to an end. Havila and Salmi use a real-life case in the airline industry to show how the successful ending project was achieved and in doing so portray ideas and experiences not typically considered in the field. Through the case discussion, the complexity of the process is unveiled and the achievement of success for all parties is explained. The book portrays three key success factors: ending competencies, to be developed both at the organizational and individual levels; efficient management of the business network around the ending project; and involvemTrade Review"This book looks at the successful management of the premature end of one project. It uses an excellent case study and as the layers are peeled away the complexity is unveiled and the achievement of success for all parties is demonstrated. Although not couched in project management speak this is an admirable adjunct to the conventional project and programme management texts and is a recommended read for aspiring and practicing project managers." Margaret Greenwood (University of the West of England, UK)Table of ContentsIntroduction: Our Approach to Projects1. Ending a Project: More than a Project Closure2. Network Context of the Project3. Project Ending Strategy4. Project-Ending Competence5. Managing the Network Context of an Ending Project6. Conclusions: How to be Successful in Project Ending

Read more less

Book SynopsisYouâre now responsible for a programme, or youâve got a portfolio to manage? Where do you start? Right here!Projects are not simply the bread and butter of an organisation. Form them into programmes or portfolios and they can be prioritised and integrated to deliver change to your organization in line with your strategic vision. You will be able to control costs and risks and bring together a complex series of themes effectively.This overhauled second edition now combines portfolio management as a parallel theme with programme management, and it is brought in line with the current thinking of the Association for Project Management and the Project Management Institute. It is written for managers in both the public and private sectors. This new edition includes half a dozen short case studies (from Belgiumâs Fortis Bank, a software company, local government, and central government), along with more on cross-functional management.Together with Project Management Demystified, also from Routledge (third edition, 2007), it provides the tools to manage your projects, your programmes and your portfolio to a very high level.Table of Contents1. Let's get these words straight 2. Doing the Right Programmes and Projects 3. Doing Programmes and Projects Right 4. Governance 5. Methodologies and Methods 6. Programme, Portfolio and Project Offices 7. People Matter

Read more less

Book SynopsisProjects are all around us, from the research paper we are currently working on to the major organizational changes we observe in companies. They are a purposeful, time-limited integration of diverse knowledge to reach a unique outcome, and therefore, useful vehicles to manage deliberate change initiatives within and beyond organisations, from the launch of a new product to the acquisition of a new firm.Especially in the 2000s we have seen a rapid expansion of project management, popularization and use of project management across different businesses, so that project and project management has become more and more crucial not only to organisations but to society and economy. However, project management is not new. The deliberate management of projects emerged in the 1950s from the pragmatic need to improve execution of large and complex undertakings, with high degree of novelty and uncertainty.An umbrella of tools, techniques and procedures, such as work breakdown structures, network plans, PERT (program evaluation and review technique), and Gantt charts have been developed since then. These techniques and methods typically form the foundation of many of the textbooks and bodies of knowledge in project management. However, today project management comprises a broad set of topics and people have generally argued for the idea of relabeling the entire knowledge domain to cover different levels of analysis and topics outside the conventional and narrow definitions of project management. This collection is a response to such calls â although we have kept the original term âproject managementâ. In that respect, it covers both the classic viewpoints of planning structuring and success and the more recent empirical works and theoretical developments on projects. In addition, we present some of the broader work on the institutional context of projects, including organising and managing project-based firms, knowledge transfer and inter-project learning and the role of portfolio and programme managementThis new four volume collection from Routledge, edited by Joana Geraldi (Cranfield University, UK) and Jonas Soderlund (Norwegian Business School) will capture the emergence of project management as an academic field, and portray the current streams of thinking in the area. Including a new introduction and fully indexed, the volumes will provide the reader with a solid background to the knowledge about developments of the field and expose the reader to its key debates, theoretical and empirical variety.

Read more less

Book SynopsisThe sudden arrival of Building Information Modelling (BIM) as a key part of the building industry is redefining the roles and working practices of its stakeholders. Many clients, designers, contractors, quantity surveyors, and building managers are still finding their feet in an industry where BIM compliance can bring great rewards.This guide is designed to help quantity surveying practitioners and students understand what BIM means for them, and how they should prepare to work successfully on BIM compliant projects. The case studies show how firms at the forefront of this technology have integrated core quantity surveying responsibilities like cost estimating, tendering, and development appraisal into high profile BIM projects. In addition to this, the implications for project management, facilities management, contract administration and dispute resolution are also explored through case studies, making this a highly valuable guide for those in a range of construction projecTable of Contents1. Introduction 2. Cost Planning 3. Risk and Risk Management 4. Whole Life Costing 5. Procurement 6. Information Management 7. Contractual Frameworks for BIM 8. Contract Administration 9. Performance Measurement and Management 10. Facilities Management 11. Dispute Resolution 12. Summary and Conclusions

Read more less

Book SynopsisA comprehensive guide to project management and its interaction with other management systems and strategies The Wiley Guides to the Management of Projects address critical, need-to-know information that will enable professionals to successfully manage projects in most businesses and help students learn the best practices of the industry. They contain not only well-known and widely used basic project management practices but also the newest and most cutting-edge concepts in the broader theory and practice of managing projects. This first book in the series, The Wiley Guide to Project, Program & Portfolio Management, is based on the meta level of management, which, simply stated, asserts that project management must be integrated throughout an organization in order to achieve its full potential to enhance the bottom line. This book will show you how to fully understand and exploit the strategic management of projects, portfolios, and program management and theiTable of ContentsThe Wiley Guide to Project, Program & Portfolio Management: Preface and Introduction vii 1 Strategic Business Management through Multiple Projects 1Karlos A. Artto and Perttu H. Dietrich 2 Moving from Corporate Strategy to Project Strategy 34Ashley Jamieson and Peter W. G. Morris 3 Strategic Management: The Project Linkages 63David I. Cleland 4 Models of Project Orientation in Multi-Project Organizations 80Joseph Lampel and Pushkar P. Jha 5 Project Portfolio Selection and Management 94Norm Archer and Fereidoun Ghasemzadeh 6 Program Management: A Strategic Decision Management Process 113Michel Thiry 7 Modeling of Large Projects 144Ali Jaafari 8 How Projects Differ, and What to Do About It 177Aaron J. Shenhar and Dov Dvir 9 Value Management 199Michel Thiry 10 Project Success 226Terry Cooke-Davies 11 Management of the Project-Oriented Company 250Roland Gareis 12 Managing Project Stakeholders 271Graham M. Winch 13 The Financing of Projects 290Rodney Turner 14 Private Finance Initiative and the Management of Projects 309Graham Ive Index 333

Read more less

Book SynopsisCritical Path Method (CPM) and Performance Evaluation and ReviewTechnique (PERT) are widely recognized as the most effectivemethods of keeping large, complex construction projects onschedule, under budget, and up to professional standards. But thesemethods remain underused because they are poorly understood and,due to a host of unfamiliar terms and applications, may seem morecomplicated than they really are. This encyclopedia brings together, in one comprehensive volume, allterms, definitions, and applications related to the time and costmanagement of construction projects. While many of these termsrefer to ancient and venerable building practices, others haveevolved quite recently and refer specifically to modernconstruction and management techniques. Sources include hundreds ofprofessional books, trade journals, and research publications, aswell as planning and scheduling software vendor literature. The detailed glossary of all applicable terms includes across-refer

Read more less

Book SynopsisGain the competitive advantage with innovative management strategies for the new millennium! Business survival in today''s global competitive economy requires companies to adapt quickly to rapidly changing markets, tighter schedules, diverse teams, and frequent technological advances. Change today is so pervasive that it has, paradoxically, become a constant. Based on their extensive and diverse project management experience within Fortune 500 companies and U.S. government agencies, the authors provide a practical and highly informative guide that can be applied easily to a variety of technical projects, regardless of industry! Revised and updated to reflect today''s revolutionary changes and extraordinary business challenges, The New Dynamic Project Management: Winning Through the Competitive Advantage provides proven, practical management strategies to give your projects and your teams the competitive advantage.Trade Review"...addresses the project challenges that have emerged, particularly in the cyber-environment , since the 1989 edition..." (Reference & Research Book News, November 2001)Table of ContentsPreface. Project Management: Introduction and Overview. Creating Organizations for Project Work. Business and Project Planning in the Global Marketplace. Planning and Development Methodologies. Charting the Course Using the Tools of Planning. Scheduling Project Activities. Optimizing the Schedule. Leadership in a Project Environment. Planning for and Utilizing Conflict. Tracking and Controlling the Project. Organizational and Interpersonal Project Communication: Spanning Across Boundaries. Quality in the Project Environment. Building and Maintaining Project Team Performance. Procurement and Contract Management. Project Management in the Information Age. Glossary. Index.

Read more less

Book SynopsisA definitive roadmap for implementing effective supply chain management Strategic sourcing redefines the traditional approach to buying and using materials and services. Purchasing and supplier programs are receiving substantial attention in current professional literature, but there is little information on implementing supplier strategies and techniques. Harnessing Value in the Supply Chain offers a specific, step-by-step approach to the strategic sourcing process, developed by the author at Southern California Edison. This unique reference provides expert guidance on designing, launching, executing, evaluating, and maintaining a sourcing project. It includes illustrations, examples, and templates for immediate use. Finally, supply chain management and strategic sourcing are presented in a usable, comprehensive, and cost-effective framework. To illustrate this approach, the book describes the experience of Southern California Edison, a utility company that Table of ContentsTHE VOICE OF EXPERIENCE: LESSONS AND INSIGHTS FROM PEOPLE WHO EXPERIENCED STRATEGIC SOURCING AT SCE. The SCE Story. The Case for Action - Theory and Practice. Suppliers Speak. Critical Success Factors in Strategic Sourcing. Suppliers' Critical Success Factors. THE ACTION GUIDE: IMPLEMENTING STRATEGIC SOURCING. Deciding to Act. Designing the Program. Team Development and Opportunity Identification. Assessment. Sourcing Team Strategy. Supplier Selection. Implementation. Sustaining Change. Business Integration. Epilogue-Beyond Strategic Sourcing. Index.

Read more less

Book SynopsisApplies generally accepted project management tools to corporate event planning. * Offers unique, focused coverage dedicated completely to corporate events. * Includes case studies from North and South America, Europe, and the Asian-Pacific area. * Features an accompanying Web site with value-added tools, forms, and checklists. .Table of ContentsForeword. Preface. Managing Events in the Corporate World. The Corporate Event Project Management Process. The Corporate Event Office and Documentation. Venue: The Event Site. Feasibility, Bidding, and Proposals. Systems and Decisions. Event Risk Management. Contract Management. Web-Enabled Corporate Event. The Corporate Event Manual. Costing, Procurement, and Cash Flow. Demonstrating Value Through Measurement and Analysis. Appendix 1: Sample Corporate Event Run Sheet and Forms. Appendix 2: Risk Analysis Sheet. Index.

Read more less

Book SynopsisADVANCED PROJECT MANAGEMENT AUTHORITATIVE STRATEGIES FOR IMPLEMENTING PROJECT MANAGEMENT Senior managers at world-class corporations open their office doors to discuss case studies that demonstrate their thought processes and actual strategies that helped them lead their companies to excellence in project management in less than six years! Following the Project Management Institute's Body of Knowledge (PMBOK), industry leaders address: Project risk management Project portfolio management The Project Office Project management multinational cultures Integrated project teams and virtual project teamsTable of ContentsPreface xv 1 The Growth of Project Management 1 1.0 Introduction 1 1.1 Understanding Project Management 1 1.2 Resistance to Change 4 1.3 Strategic Imperatives for Project Management 9 1.4 Project Management Life Cycle 13 1.5 Excellence in Project Management 16 1.6 Selection of Companies as Examples 18 Multiple Choice Questions 22 Discussion Questions 25 Crossword 27 2 Success, Maturity, And Excellence: Definitions 29 2.0 Introduction 29 2.1 Early Definitions of Success 29 2.2 Modern Definitions of Success 30 2.3 Project Management Maturity 34 2.4 Critical Success Factors in Project Management 42 2.5 Definition of Excellence 43 2.6 Best Practices in Project Management 46 2.7 A Structured Approach 46 2.8 Myths 56 Multiple Choice Questions 57 Discussion Questions 60 Crossword 61 3 The Driving Forces for Maturity 63 3.0 Introduction 63 3.1 Capital Projects 64 3.2 Customers’ Expectations 65 3.3 Competitiveness 73 3.4 Executive Managers’ Buy-In 75 3.5 New Product Development 79 3.6 Efficiency and Effectiveness 81 3.7 Company Survival 83 3.8 Other Driving Forces 88 Multiple Choice Questions 88 Discussion Questions 92 Crossword 93 4 Project Management Methodologies 95 4.0 Introduction 95 4.1 Examples of Methodology Development 96 4.2 Overcoming Development and Implementation Barriers 105 4.3 Critical Components 114 4.4 Benefits of a Standard Methodology 124 4.5 Implementing the Methodology 132 4.6 Project Management Tools 142 Multiple Choice Questions 147 Discussion Questions 150 Crossword 151 5 Strategic Planning for Excellence in Project Management 153 5.0 Introduction 153 5.1 Influence of Economic Conditions 153 5.2 What Is General Strategic Planning? 156 5.3 What Is Strategic Planning for Project Management? 157 5.4 Critical Success Factors for Strategic Planning 163 5.5 Identifying Strategic Resources 171 5.6 Strategic Selection of Projects 175 5.7 Horizontal Accounting 179 5.8 Continuous Improvement 181 5.9 Why Does Strategic Planning for Project Management Fail? 186 5.10 Strategic Planning in Action 188 5.11 Organizational Restructuring 191 5.12 Career Planning 192 5.13 The Project Management Maturity Model 193 5.14 How to Conduct a PM Maturity Assessment 197 Multiple Choice Questions 208 Discussion Questions 211 Crossword 213 6 The Maturity of Modern Project Management 215 6.0 Introduction 215 6.1 Classification of Changes 215 6.2 Classification of Companies 217 6.3 Recessionary Effects 219 6.4 Global Pressures 220 6.5 Concurrent Engineering 222 6.6 Project Objectives 224 6.7 Definition of Success 225 6.8 Velocity of Change 226 6.9 Management Style 227 6.10 Authority and Job Descriptions 228 6.11 Evaluation of Team Members 229 6.12 Accountability 230 6.13 Project Management Skills 231 6.14 Planning Hours/Dollars 234 6.15 Education and Training 235 6.16 Project Sponsorship 236 6.17 Project Failures 237 6.18 Maturity and Immaturity 238 Multiple Choice Questions 239 Discussion Questions 242 Crossword 243 7 Project Portfolio Management 245 7.0 Introduction 245 7.1 Involvement of Senior Management and Stakeholders 246 7.2 Project Selection Obstacles 248 7.3 Identification of Projects 249 7.4 Preliminary Evaluaiton 253 7.5 Strategic Selection of Projects 254 7.6 Strategic Timing 257 7.7 Analyzing the Portfolio 258 7.8 Problems with Meeting Expectations 259 Multiple Choice Questions 263 Discussion Questions 265 Crossword 267 8 The Project Office 269 8.0 Introduction 269 8.1 The Project Office: 1950–1990 269 8.2 The Project Office: 1990–2000 270 8.3 The Project Office: 2000–Present 272 8.4 Types of Project Offices 278 8.5 Project Management Information Systems 298 8.6 Dissemination of Information 306 8.7 Mentoring 306 8.8 Development of Standards and Templates 307 8.9 Project Management Benchmarking 308 8.10 Business Case Development 309 8.11 Customized Training (Related to Project Management) 310 8.12 Managing Stakeholders 313 8.13 Continuous Improvement 314 8.14 Capacity Planning 316 8.15 Risks of Using a Project Office 317 8.16 Project Office Excellence: A Case Study of Johnson Controls, Inc. (JCI) Automotive Systems Group (ASG) 318 8.17 Reporting and Structure 321 Multiple Choice Questions 322 Discussion Questions 324 Crossword 325 9 Integrated Processes 327 9.0 Introduction 327 9.1 Understanding Integrated Management Processes 327 9.2 Evolution of Complementary Project Management Processes 329 9.3 Total Quality Management 333 9.4 Concurrent Engineering 335 9.5 Risk Management 336 9.6 Change Management 350 9.7 Other Management Processes 352 9.8 Integrated Processes at Work 352 Multiple Choice Questions 359 Discussion Questions 362 Crossword 364 10 Culture 365 10.0 Introduction 365 10.1 Creation of a Corporate Culture 366 10.2 Corporate Values 375 10.3 Types of Cultures 380 10.4 Shared Accountability and Multiple-Boss Reporting 381 10.5 Shared Rewards 382 10.6 Prioritization of Work 383 10.7 Corporate Cultures at Work 383 Multiple Choice Questions 396 Discussion Questions 400 Crossword 401 11 Management Support 403 11.0 Introduction 403 11.1 Visible Support from Senior Managers 403 11.2 Project Sponsorship 404 11.3 Excellence in Project Sponsorship 408 11.4 Empowerment of Project Managers 409 11.5 Management Support at Work 412 Multiple Choice Questions 414 Discussion Questions 417 Crossword 418 12 Training and Education 419 12.0 Introduction 419 12.1 Training for Modern Project Management 420 12.2 Identifying the Need for Training 426 12.3 Selecting the Students 427 12.4 Fundamentals of Project Management Education 427 12.5 Designing the Courses and Conducting the Training 428 12.6 Measuring the Return on Investment 432 12.7 Competency Models 434 12.8 Training and Education at Work 450 Multiple Choice Questions 456 Discussion Questions 459 Crossword 460 13 Informal Project Management 461 13.0 Introduction 461 13.1 Informal versus Formal Project Management 461 13.2 Trust 464 13.3 Communication 465 13.4 Cooperation 469 13.5 Teamwork 469 13.6 Color-Coded Status Reporting 470 13.7 Informal Project Management at Work 472 Multiple Choice Questions 474 Discussion Questions 476 Crossword 478 14 Behavioral Excellence 479 14.0 Introduction 479 14.1 Situational Leadership 479 14.2 Conflict Resolution 482 14.3 Staffing for Excellence 484 14.4 Integrated Product/Project Teams 486 14.5 Virtual Project Teams 494 14.6 Rewarding Project Teams 496 14.7 Keys to Behavioral Excellence 499 Multiple Choice Questions 502 Discussion Questions 505 Crossword 507 15 The Effect of Mergers and Acquisitions on Project Management 509 15.0 Introduction 509 15.1 Planning for Growth 509 15.2 The Project Management Value-Added Chain 510 15.3 Preacquisition Decision-Making 513 15.4 Landlords and Tenants 519 15.5 Best Practices: A Case Study on Johnson Controls, Inc. 520 15.6 Integration Results 524 15.7 Value Chain Strategies 526 15.8 Failure and Restructuring 528 Multiple Choice Questions 529 Discussion Questions 531 Crossword 533 16 Rising Stars and Future Directions 535 16.0 Introduction 535 16.1 Computer Associates 535 16.2 Lear 549 16.3 Texas Instruments 555 16.4 Sun Microsystems 560 16.5 Motorola System Solution Group 571 16.6 Nortel Networks 573 16.7 Battelle Memorial Institute 574 16.8 Johnson Controls 576 16.9 Metzeler Automotive Profile System 579 16.10 EDS 583 16.11 USAA 585 16.12 Changing Times 586 Appendixes 591 A: Quality Awards at Johnson Controls Automotive Systems Group 591 B: Project Management Maturity Questionnaire 595 C: Project Management Excellence Questionnaire 599 D: Software Development Methodology at Computer Associates 609 E: Best Practices Library Development at Computer Associates 617 F: Post Project Assessment Process at Computer Associates 631 Case Studies 637 Case 1: Clark Faucet Company 637 Case 2: Photolite Corporation (A) 640 Case 3: Photolite Corporation (B) 642 Case 4: Photolite Corporation (C) 645 Case 5: Photolite Corporation (D) 650 Case 6: Continental Computer Corporation 655 Case 7: Goshe Corporation 659 Case 8: Hyten Corporation 664 Case 9: Acorn Industries 674 Case 10: Mohawk National Bank 680 Case 11: First Security Bank of Cleveland 683 Case 12: Como Tool and Die (A) 686 Case 13: Como Tool and Die (B) 689 Case 14: Apache Metals, Inc. 691 Case 15: Cordova Research Group 693 Case 16: Cortez Plastics 694 Case 17: Haller Specialty Manufacturing 695 Case 18: Macon, Inc. 696 Case 19: Jones and Shephard Accountants 698 Case 20: The Trophy Project 701 Case 21: The Blue Spider Project 704 Case 22: Corwin Corporation 716 Case 23: Denver International Airport 725 Case 24: MIS Project Management at First National Bank 757 Case 25: Concrete Masonry Corporation 767 Case 26: Construction of a Gas Testing Laboratory in Iran 774 Case 27: The Space Shuttle Challenger Disaster 781 Case 28: Phillip Condit and the Boeing 777: From Design and Development to Production and Sales 819 Index 839

Read more less

Book SynopsisProvides an integrated overview of methods for controlling the cost, schedule and quality of a construction project. It emphasizes project diagnostics and analysis of the patterns of a project and covers estimating, procurement, construction management, planning, CPM, claims and data collection.Table of ContentsProject Diagnostics. Construction Patterns. The Construction Estimate. Procurement. Decision Making at a Project. Construction Management. Planning. CPM and Other Networks. Construction Claims. The Art of Project Information Collection. Escalation. Project Control. Bibliography. Index.

Read more less

Book SynopsisA companion volume and sequel to The Wiley Engineer''s Desk Reference. Covers major areas regarding the technology of engineering and its operational methodology, accentuating questions of schedule and schedule maintenance. Describes professional practice skills and engineering aspects essential to success. Includes a slew of examples, checklists, sample forms and documents to facilitate understanding.Table of ContentsTHE PROJECT. The Project. THE ENGINEERING PROCESS. The Engineering Process. Design Control. Engineering Organization. PROJECT OPERATIONS. Scheduling and Forecasting. Estimating and Cost Control. Material Acquisition. Project Management. International Projects. PROFESSIONAL PRACTICE. Proposals. Contracts and Legal Considerations. Human Resources. Business Operations. Appendices. Selected References. Index.

Read more less

Book SynopsisThis pioneering text provides a holistic approach to decision making in transportation project development and programming, which can help transportation professionals to optimize their investment choices.Trade Review"Sinha and Labi compile a vast reservoir of knowledge and technique that transportation decision makers might use to identify and evaluate these diverse impacts as part of the decision making process." (Journal of the American Planning Association, February 2009) ""I am not aware of any other book covering such a huge variety of practically relevant and qualitive models." (Zentralblatt MATH, 2008) "The book does justice to the richness of the broader topic of decision making, covering the specific areas you would expect and more. Overall, the book is an excellent resource…the book is well-written and organized." (Journal of Transportation Engineering; 12/07)Table of ContentsPreface Chapter 1 Introductory Concepts in Transportation Decision Making 1 Introduction 1 1.1 Overall Transportation Program Development 1 1.1.1 Network-Level Planning 1 1.1.2 Project Development 2 1.1.3 Programming 2 1.1.4 Budgeting 2 1.1.5 Financial Planning 2 1.2 The Process of Transportation Project Development 2 1.2.1 PDP Steps 3 1.2.2 Federal Legislation That Affects Transportation Decision Making 5 1.3 Impacts of Transportation System Stimuli 6 1.3.1 Types of Transportation Stimuli 6 1.3.2 Impact Categories and Types 7 1.3.3 Dimensions of the Evaluation 9 1.4 Other Ways of Categorizing Transportation System Impacts 11 1.5 Role of Evaluation in PDP and Basic Elements of Evaluation 12 1.5.1 Role of Evaluation in PDP 12 1.5.2 Reasons for Evaluation 12 1.5.3 Measures of a Project’s Worth 12 1.6 Procedure for Transportation System Evaluation 13 1.6.1 Good Practices in Evaluation 18 Summary 18 Exercises 19 References 19 Chapter 2 Performance Measures in Transportation Evaluation 21 Introduction 21 2.1 Transportation System Goals, Objectives, and Performance Measures 21 2.2 Performance Measures at the Network and Project Levels 22 2.3 Properties of a Good Performance Measure 24 2.4 Dimensions of Performance Measures 25 2.5 Performance Measures Associated with Each Dimension 25 2.5.1 Overall Goals 25 2.5.2 System Objectives 26 2.5.3 Sector Concerns and Interests 29 2.5.4 Flow Entity (Passenger and Freight) 29 2.5.5 Type of Transportation Mode 29 2.5.6 Number of Transportation Modes Involved 30 2.5.7 Entity or Stakeholder Affected 32 2.5.8 Spatial Scope 33 2.5.9 Level of Agency Responsibility 33 2.5.10 Time Frame and Level of Refinement 33 2.6 Linking Agency Goals to Performance Measures: State of Practice 33 2.7 Benefits of Using Performance Measures 33 Summary 34 Exercises 34 References 35 Chapter 3 Estimating Transportation Demand 37 Introduction 37 3.1 Transportation Demand 37 3.1.1 Basic Concepts in Transportation Demand Estimation 37 3.1.2 Causes of Shifts in the Transportation Demand Curve 39 3.1.3 Categorization of Demand Estimation Models 39 3.1.4 Aggregate Methods for Project-Level Transportation Demand Estimation 39 3.2 Transportation Supply 48 3.2.1 Concept of Transportation Supply 48 3.2.2 Causes of Shifts in the Transportation Supply Curve 49 3.3 Equilibration and Dynamics of Transportation Demand and Supply 49 3.3.1 Demand–Supply Equilibration 49 3.3.2 Simultaneous Equation Bias in Demand–Supply Equilibration 49 3.3.3 Dynamics of Transportation Demand and Supply 50 3.4 Elasticities of Travel Demand 50 3.4.1 Classification of Elasticities by the Method of Computation 51 3.4.2 Classification of Elasticities by the Attribute Type 52 3.4.3 Classification of Elasticities by the Relative Direction of Response: Direct and Cross-Elasticities 52 3.4.4 Examples of Elasticity Values Used in Practice 53 3.4.5 Application of the Elasticity Concept: Demand Estimation 56 3.4.6 Consumer Surplus and Latent Demand 57 3.5 Emerging Issues in Transportation Demand Estimation 58 Summary 59 Exercises 59 References 61 Additional Resources 63 Chapter 4 Transportation Costs 65 Introduction 65 4.1 Classification of Transportation Costs 65 4.1.1 Classification by the Incurring Party 65 4.1.2 Classification by the Nature of Cost Variation with Output 65 4.1.3 Classification by the Expression of Unit Cost 66 4.1.4 Classification by Position in the Facility Life Cycle 69 4.1.5 Other Classifications of Transportation Costs 69 4.2 Transportation Agency Costs 69 4.2.1 Agency Costs over the Facility Life Cycle 70 4.2.2 Techniques for Estimating Agency Costs 70 4.2.3 Risk as an Element of Agency Cost 72 4.3 Transportation User Costs 72 4.3.1 User Cost Categories 72 4.3.2 Impacts of Demand Elasticity, Induced Demand, and Other Exogenous Changes on User Costs 73 4.4 General Structure and Behavior of Cost Functions 74 4.4.1 Components of a Transportation Cost Function 74 4.4.2 Economies and Diseconomies of Scale 75 4.5 Historical Cost Values and Models for Highway Transportation Systems 76 4.5.1 Highway Agency Cost Models 76 4.5.2 Transit Cost Values and Models 76 4.5.3 Relationships between Transit Operating Costs, System Size, Labor Requirements, and Technology 89 4.5.4 Air Transportation Costs 89 4.6 Issues in Transportation Cost Estimation 90 4.6.1 Aggregated Estimates for Planning vs. Detailed Engineering Estimates for Projects 90 4.6.2 Adjustments for Temporal and Spatial Variations (How to Update Costs) 90 4.6.3 Adjustments for Economies of Scale 91 4.6.4 Problem of Cost Overruns 92 4.6.5 Relative Weight of Agency and User Cost Unit Values 93 Summary 93 Exercises 94 References 94 Chapter 5 Travel-time Impacts 97 Introduction 97 5.1 Categorization of Travel Time 97 5.1.1 Trip Phase 97 5.1.2 Other Bases for Travel-Time Categorization 98 5.2 Procedure for Assessing Travel-Time Impacts 98 5.3 Issues Relating to Travel-Time Value Estimation 104 5.3.1 Conceptual Basis of Time Valuation 104 5.3.2 Factors Affecting the Travel-Time Value 104 5.3.3 Methods for Valuation of Travel Time 107 5.4 Concluding Remarks 115 Summary 115 Exercises 116 References 117 Additional Resources 118 Appendix A5.1: Estimation of Roadway Capacity Using the HCM Method (TRB, 2000) 118 Appendix A5.2: Estimation of Roadway Operating Speeds Using the HCM Method (TRB, 2000) 120 Appendix A5.3: Travel Times Used in World Bank Projects 123 Chapter 6 Evaluation of Safety Impacts 127 Introduction 127 6.1 Basic Definitions and Factors of Transportation Safety 128 6.1.1 Definition of a Crash 128 6.1.2 Transportation Crashes Classified by Severity 128 6.1.3 Categories of Factors Affecting Transportation Crashes 128 6.2 Procedure for Safety Impact Evaluation 131 6.3 Methods for Estimating Crash Reduction Factors 141 6.3.1 Before-and-After Studies 141 6.3.2 Cross-Sectional Studies 142 6.3.3 Comparison of the Before-and-After and Cross-Sectional Methods 143 6.3.4 Elasticity of Crash Frequency 143 6.4 Safety-Related Legislation 144 6.5 Software Packages for Safety Impact Evaluation of Transportation Investments 144 6.5.1 Interactive Highway Safety Design Model 144 6.5.2 Indiana’s Safety Management System 144 6.6 Considerations in Safety Impact Evaluation 144 Summary 145 Exercises 146 References 147 Additional Resources 148 Appendix A6: Crash Reduction and Accident Modification Factors 149 Chapter 7 Vehicle Operating Cost Impacts 157 Introduction 157 7.1 Components of Vehicle Operating Cost 157 7.1.1 Fuel 157 7.1.2 Shipping Inventory 157 7.1.3 Lubricating Oils for Mechanical Working of the Drivetrain 158 7.1.4 Preservation of the Vehicle–Guideway Contact Surface 158 7.1.5 Vehicle Repair and Maintenance 158 7.1.6 Depreciation 158 7.1.7 VOC Data Sources and Average National VOC Rates 158 7.2 Factors that Affect Vehicle Operating Cost 159 7.2.1 Vehicle Type 159 7.2.2 Fuel Type 160 7.2.3 Longitudinal Grade 161 7.2.4 Vehicle Speed 161 7.2.5 Delay 164 7.2.6 Speed Changes 166 7.2.7 Horizontal Curvature 166 7.2.8 Road Surface Condition 167 7.2.9 Other VOC Factors 169 7.3 Procedure for Assessing VOC Impacts 169 7.3.1 Steps for Assessing the Impacts 169 7.3.2 Implementation of Steps 4 to 6 Using the HERS Method 172 7.4 Special Case of VOC Estimation: Work Zones 176 7.5 Selected Software Packages that Include A VOC Estimation Component 176 7.5.1 AASHTO Method 176 7.5.2 HERS Package: National and State Versions 176 7.5.3 HDM-4 Road User Effects 176 7.5.4 Surface Transportation Efficiency Analysis Model 177 7.5.5 Other Models That Include a VOC Estimation Component 177 7.6 Comparison of VOC Estimation Methods and Software 177 7.6.1 Levels of Detail 177 7.6.2 Data Sources 177 Summary 178 Exercises 178 References 179 Additional Resources 180 Appendix A7.1: FHWA (2002) HERS Models for VOC Computation 180 Appendix A7.2: VOC Component Unit Costs 194 Appendix A7.3: Pavement Condition Adjustment Factors 194 Chapter 8 Economic Efficiency Impacts 197 Introduction 197 8.1 Interest Equations and Equivalencies 197 8.1.1 Cash Flow Illustrations 197 8.1.2 The Concept of Interest 197 8.1.3 Types of Compounding and Interest Rates 198 8.1.4 Interest Equations and Key Variables 199 8.1.5 Special Cases of Interest Equations 202 8.2 Criteria for Economic Efficiency Impact Evaluation 204 8.2.1 Present Worth of Costs 204 8.2.2 Equivalent Uniform Annual Cost 204 8.2.3 Equivalent Uniform Annual Return 204 8.2.4 Net Present Value 205 8.2.5 Internal Rate of Return 205 8.2.6 Benefit–Cost Ratio 205 8.2.7 Evaluation Methods Using Incremental Attributes 206 8.2.8 General Discussion of Economic Efficiency Criteria 207 8.3 Procedure for Economic Efficiency Analysis 207 8.4 Software Packages for Economic Efficiency Analysis 209 8.4.1 Surface Transportation Efficiency Analysis Model 209 8.4.2 MicroBenCost Model 209 8.4.3 Highway Development and Management Standards Model 210 8.4.4 Highway Economic Requirements system 210 8.4.5 California DOT’S Cal-B/C System 210 8.5 Life-Cycle Cost Analysis 210 8.6 Case Study: Economic Efficiency Impact Evaluation 210 8.7 Final Comments on Economic Efficiency Analysis 212 Summary 213 Exercises 213 References 215 Additional Resources 216 Appendix A8 216 Chapter 9 Economic Development Impacts 229 Introduction 229 9.1 Economic Development Impact Types 229 9.1.1 Economic Development Impact Types 229 9.1.2 Economic Development Impact Mechanisms 230 9.1.3 Selection of Appropriate Measures of Economic Impact 230 9.2 Tools for Economic Development Impact Assessment 231 9.2.1 Surveys and Interviews 232 9.2.2 Market Studies 235 9.2.3 Comparative Analysis Tools: Case Studies 235 9.2.4 Economic Multiplier/Input–Output Models 237 9.2.5 Statistical Analysis Tools 239 9.2.6 Economic Simulation Models 240 9.3 Estimation of Long-term Regional Economic Development Impacts 241 9.4 Case Study: Economic Development Impact Assessment 244 Summary 246 Exercises 246 References 247 Additional Resources 249 Chapter 10 Air Quality Impacts 251 Introduction 251 10.1 Air Pollution Sources and Trends 251 10.1.1 Pollutant Types, Sources, and Trends 251 10.1.2 Categories of Air Pollution 254 10.2 Estimating Pollutant Emissions 254 10.2.1 Some Definitions 254 10.2.2 Factors Affecting Pollutant Emissions from Motor Vehicles 254 10.2.3 Approaches for Estimating Pollutant Emissions from Highways 256 10.2.4 Procedure for Estimating Highway Pollutant Emissions 258 10.2.5 Software for Estimating Pollutant Emissions 261 10.3 Estimating Pollutant Concentration 265 10.3.1 Factors Affecting Pollutant Dispersion 265 10.3.2 Pollutant Dispersion Models 266 10.3.3 Software for Estimating Pollutant Dispersion and Concentrations 270 10.4 Air Pollution from Other Modes 271 10.4.1 Air Transportation 271 10.4.2 Rail Transportation 273 10.4.3 Marine Transportation 273 10.4.4 Transit (Various Modes) 273 10.5 Monetary Costs of Air Pollution 274 10.5.1 Methods of Air Pollution Cost Estimation 274 10.5.2 Air Pollution Cost Values 275 10.6 Air Quality Standards 276 10.7 Mitigating Air Pollution from Transportation Sources 276 10.8 Air Quality Legislation and Regulations 277 10.8.1 National Legislation 277 10.8.2 Global Agreements 278 Summary 278 Exercises 278 References 279 Additional Resources 280 Appendix A10.1: Using MOBILE6 to Estimate Emissions 280 Appendix A10.2: Values of the Gaussian Distribution Function 284 Chapter 11 Noise Impacts 287 Introduction 287 11.1 Fundamental Concepts of Sound 287 11.1.1 General Characteristics 287 11.1.2 Addition of Sound Pressure Levels from Multiple Sources 288 11.2 Sources of Transportation Noise 290 11.3 Factors Affecting Transportation Noise Propagation 290 11.3.1 Nature of Source, Distance, and Ground Effects 291 11.3.2 Effect of Noise Barriers 292 11.4 Procedure for Estimating Noise Impacts for Highways 292 11.5 Application of the Procedure using the FHWA Model Equations 293 11.5.1 Reference Energy Mean Emission Level 295 11.5.2 Traffic Flow Adjustment 295 11.5.3 Distance Adjustment 295 11.5.4 Adjustment for Finite-Length Roadways 295 11.5.5 Shielding Adjustment 296 11.5.6 Combining Noises from Various Vehicle Classes 299 11.6 Application of the Procedure Using the Traffic Noise Model (TNM) Software Package 300 11.6.1 The Traffic Noise Model 300 11.7 Estimating Noise Impacts for Other Modes 301 11.7.1 Transit Noise and Vibration 301 11.7.2 Air Transportation 301 11.7.3 Rail Transportation 301 11.7.4 Marine Noise 303 11.7.5 General Guidelines for Noise Impact Evaluation of New Transportation Improvements 303 11.8 Mitigation of Transportation Noise 304 11.8.1 Noise Barrier Cost Estimates 305 11.9 Legislation and Regulations Related to Transportation Noise 306 Summary 308 Exercises 308 References 309 Additional Resources 310 Appendix A11: Noise Attenuation Charts by Barriers Defined by N 0 , φ L ,andφ R 310 Chapter 12 Impacts on Wetlands and other Ecosystems 313 Introduction 313 12.1 Basic Ecological Concepts 313 12.1.1 Concept of Ecosystems 313 12.1.2 Physical Base 314 12.1.3 Wetland Ecosystems 314 12.2 Mechanisms of Ecological Impacts 315 12.2.1 Direct vs. Indirect Mechanisms 315 12.2.2 Impact Mechanism by Species Type 315 12.3 Ecological Impacts of Activities at Various PDP Phases 315 12.3.1 Locational Planning and Preliminary Field Surveys 316 12.3.2 Transportation System Design 319 12.3.3 Construction 319 12.3.4 Operations 319 12.3.5 Maintenance 320 12.4 Performance Goals for Ecological Impact Assessments 320 12.4.1 Diversity of the Physical Base of the Ecosystem 320 12.4.2 State of Habitat Fragmentation 320 12.4.3 Significant Species and Habitats 321 12.4.4 Diversity of Species 321 12.4.5 Ecosystem Stability 321 12.4.6 Ecosystem Quality or Productivity 322 12.5 Procedure for Ecological Impact Assessment 322 12.6 Key Legislation 329 12.6.1 Endangered Species Act of 1973 329 12.6.2 Laws Related to Wetlands and Other Habitats 329 12.7 Mitigation of Ecological Impacts 329 12.7.1 Mitigation at Various Phases of the Project Development Process 331 12.8 Methods and Software Packages for Ecological Impact Assessment 332 12.8.1 Wetland Functional Analysis 332 12.8.2 Hydrogeomorphic Classification Method 333 12.8.3 Habitat Evaluation Procedures Software 334 Summary 334 Exercises 334 References 335 Additional Resources 336 Chapter 13 Impacts on Water Resources 337 Introduction 337 13.1 Categories of Hydrological Impacts 337 13.1.1 Source of Impacts 337 13.1.2 Impact Types 338 13.1.3 Water Source Affected 338 13.1.4 Transportation Mode and Activity 338 13.2 Hydrological Impacts by Transportation Mode 338 13.2.1 Highway Impacts 338 13.2.2 Railway Impacts 339 13.2.3 Air Transportation Impacts 339 13.2.4 Marine Transportation Impacts 341 13.3 Performance Measures for Hydrological Impact Assessment 341 13.3.1 Measures Related to Water Quantity and Flow Patterns 342 13.3.2 Measures Related to Water Quality 342 13.4 Procedure for Water Quality Impact Assessment 343 13.5 Methods for Predicting Impacts on Water Resources 345 13.5.1 Impacts on Water Quantity 345 13.5.2 Impacts on Water Quality 348 13.6 Mitigation of Water Resource Impacts 353 13.6.1 Mitigation Measures by Impact Criterion 353 13.6.2 Mitigation Measures by Nature of Water Source 353 13.6.3 Mitigation Measures by PDP Phase 354 13.6.4 Discussion of Mitigation 354 13.7 Water Quality Standards 354 13.8 Legislation Related to Water Resource Conservation 354 13.9 Software for Water Resources Impact Assessment 355 Summary 355 Exercises 356 References 357 Additional Resources 358 Chapter 14 Visual Impacts 359 Introduction 359 14.1 Principles of Visual Performance 359 14.1.1 General Principles 359 14.1.2 Performance Measures for Visual Performance Assessment 360 14.2 Factors Affecting Visual Performance and Impact Mechanisms 361 14.2.1 Factors 361 14.2.2 Impact Mechanisms 363 14.3 Procedure for Visual Impact Assessment 363 14.4 Legislation Related to Visual Impact 371 14.5 Mitigation of Poor Visual Performance of Existing Facilities 371 14.6 Visual Performance Enhancement: State of Practice 372 14.6.1 Context-Sensitive Design Practices 373 14.6.2 Policies and Guidelines for Visual Performance Preservation and Enhancement 373 14.6.3 Cost of Visual Performance Enhancements 375 Summary 375 Exercises 376 References 376 Additional Resources 377 Chapter 15 Impacts on Energy Use 379 Introduction 379 15.1 Factors that Affect Transportation Energy Consumption 381 15.1.1 Fuel Prices and Taxes 381 15.1.2 Fuel Economy Regulation 381 15.1.3 Vehicle Sales by Class 381 15.1.4 Vehicle Technology 381 15.1.5 Road Geometry 381 15.1.6 Transportation Intervention 382 15.1.7 Other Factors 383 15.2 Energy Intensity 383 15.3 Framework for Energy Impact Analysis 383 15.3.1 Direct Consumption 384 15.3.2 Indirect Consumption 384 15.4 Procedures for Estimating Energy Consumption 386 15.4.1 Macroscopic Assessment: Approach A 386 15.4.2 Project Screening Level Model: Approach B 388 15.4.3 Microscopic Simulation: Approach c 393 15.5 The National Energy Modeling System 397 15.6 Approaches to Energy Consumption Estimation–a Comparison 399 15.7 Energy and Transportation: What the Future Holds 399 Summary 400 Exercises 400 References 401 Additional Resources 401 Chapter 16 Land-use Impacts 403 Introduction 403 16.1 The Transportation–Land-Use Relationship 404 16.1.1 Land-Use Impacts on Transportation 404 16.1.2 Transportation Impacts on Land Use 406 16.1.3 Land-Use Impacts in terms of Monetary Costs 406 16.2 Tools for Analyzing Land-Use Changes 407 16.2.1 Qualitative Tools 408 16.2.2 Quantitative Tools 409 16.3 Procedure for Land-Use Impact Assessment 413 16.4 Case Studies: Land-Use Impact Assessment 419 16.4.1 Evansville-Indianapolis I-69 Highway Project 419 16.4.2 Light-Rail Transit Project 420 Summary 422 Exercises 422 References 423 Chapter 17 Social and Cultural Impacts 427 Introduction 427 17.1 Mechanisms of Transportation Impacts on the Social and Cultural Environments 428 17.1.1 Direct Impacts 428 17.1.2 Indirect Impacts 428 17.1.3 Cumulative Impacts 429 17.2 Target Facilities and Groups, and Performance Measures 429 17.2.1 Target Facilities and Groups 429 17.2.2 Performance Measures 429 17.2.3 The Issue of Poverty Alleviation in Developing Countries 431 17.3 Equity and Environmental Justice Concerns 431 17.3.1 An Example of the Distribution of Project Costs and Benefits 434 17.4 Procedure for Social and Cultural Impact Assessment 435 17.5 Tools for Sociocultural Impact Assessment 439 17.5.1 Qualitative Tools 439 17.5.2 Quantitative Tools 441 17.6 Mitigation of Adverse Sociocultural Impacts 442 17.6.1 Sociocultural Impact Mitigation: State of Practice 442 17.7 Legislation Related to Sociocultural Impacts 443 Summary 444 Exercises 445 References 446 Additional Resources 447 Chapter 18 Evaluation of Transportation Projects and Programs Using Multiple Criteria 449 Introduction 449 18.1 Establishing Weights of Performance Criteria 449 18.1.1 Equal Weighting 449 18.1.2 Direct Weighting 450 18.1.3 Regression-Based Observer-Derived Weighting 450 18.1.4 Delphi Technique 451 18.1.5 Gamble Method 452 18.1.6 Pairwise Comparison of the Performance Criteria 453 18.1.7 Value Swinging Method 455 18.2 Scaling of Performance Criteria 456 18.2.1 Scaling Where Decision Making Is under Certainty 456 18.2.2 Scaling Where Decision Making Is under Risk 458 18.3 Combination of Performance Criteria 462 18.3.1 Combined Mathematical Functions of Value, Utility, or Cost-Effectiveness 462 18.3.2 Ranking and Rating Method 464 18.3.3 Maxmin Approach 465 18.3.4 Impact Index Method 466 18.3.5 Pairwise Comparison of Transportation Alternatives Using Ahp 467 18.3.6 Mathematical Programming 469 18.3.7 Pairwise Comparison of Alternatives Using the Outranking Method 472 18.4 Case Study: Evaluating Alternative Projects for a Transportation Corridor Using Multiple Criteria 473 18.5 General Considerations of Risk and Uncertainty in Evaluation 475 18.5.1 The Case of Certainty: Using Sensitivity Analysis 475 18.5.2 The Case of Objective Risk: Using Probability Distributions and Simulation 476 18.5.3 The Case of Uncertainty 477 Summary 479 Exercises 479 References 481 Additional Resources 481 Chapter 19 Use of Geographical and other Information Systems 483 Introduction 483 19.1 Hardware for Information Management 483 19.2 Software and Other Tools for Information Management 483 19.2.1 Non-GIS Relational Database Management Systems 483 19.2.2 Geographical Information Systems 484 19.2.3 Internet GIS 486 19.2.4 Video Log Information Management Systems 487 19.3 GIS Applications in Transportation Systems Evaluation 487 19.3.1 Query, Display, and Visualization of Initial Data 488 19.3.2 Buffer Analysis 488 19.3.3 Overlay Analysis 489 19.3.4 Analysis of Transportation Operations 489 19.3.5 Public Input in Transportation System Evaluation 489 19.3.6 Multicriteria Decision Making 490 19.4 Existing Databases and Information Systems 490 19.4.1 Information Systems and Data Items Available by Transportation Mode 490 19.4.2 General Databases Useful for Transportation Systems Evaluation 494 19.5 GIS-Based Software Packages for Information Management 495 Summary 495 Exercises 496 References 496 Chapter 20 Transportation Programming 497 Introduction 497 20.1 Roles of Programming 497 20.1.1 Optimal Investment Decisions 498 20.1.2 Trade-off Considerations 498 20.1.3 Linkage to Budgeting 498 20.1.4 Efficiency in Program and Project Delivery 498 20.1.5 Monitoring and Feedback 498 20.2 Procedure for Programming Transportation Projects 499 20.3 Programming Tools 504 20.3.1 Priority Setting 504 20.3.2 Heuristic Optimization 506 20.3.3 Mathematical Programming 506 20.4 Case Studies: Transportation Programming 512 20.4.1 Programming Process at a State Transportation Agency 513 20.4.2 Programming Process at a Metropolitan Area Level 515 20.5 Keys to Successful Programming and Implementation 518 20.5.1 Link between Planning and Programming 518 20.5.2 Uncertainties Affecting Transportation Programming 519 20.5.3 Intergovernmental Relationships 519 20.5.4 Equity Issues in Programming 519 Summary 520 Exercises 520 References 522 Additional Resources 523 General Appendix 1: Cost Indices 525 General Appendix 2: Performance Measures 527 Index 537

Read more less

Book SynopsisEssential reading for academics, students and professionals interested in managing projects. Management of complex products and systems (CoPS) is central to many organizations today, as firms coordinate external activities and reduce internal bureaucracy. Uniquely, this 2005 book shows how projects enable strategy, innovation, capability building and organisational renewal in leading businesses.Trade ReviewReview of the hardback: 'This book has a very important message in proposing that, for many firms, project competence is a major precondition for competitive advantage. Building on a multitude of solid empirical studies within the COPS research programme, Davies and Hobday demonstrate convincingly the vital role of projects as a means of stimulating flexibility and effecting innovation. They present a comprehensive framework that accounts for the wider significance of projects for innovation and business strategy. For students within business and technology, as well as for managers, this book is a must read!' Lars Lindkvist Professor of Business Administration, Linköping University, SwedenReview of the hardback: ' … a major scholarly contribution to a rethinking of the role of projects in the management literature … moves beyond the orthodox view of projects as a set of operational planning and control tools and techniques, and instead demonstrates how projects are the fulcrum for organization-wide learning, innovation and business development.' Robert DeFillippi Suffolk University Business School, BostonReview of the hardback: 'The popularity of projects as a means for achieving competitive advantage in public and private organizations has become a well-recognized phenomenon, leading to a surge of interest in theory development and the practice of project management techniques. What has been missing, to date, is a work that places projects directly at the center of modern business practices, explaining clearly and concisely why projects are an effective means for achieving myriad organizational goals. This book addresses a critical and, until now, missing component in our understanding of the role of projects in successful business enterprises. Well-researched, provocative, and highly practical, The Business of Projects, is a welcome, and extremely timely addition to the project management literature.' Jeffrey K. Pinto Andrew Morrow and Elizabeth Lee Black Chair in Management of Technology, Sam and Irene Black School of BusinessReview of the hardback: 'Since the pioneering work of Joan Woodward and Alfred Chandler in the 1960s, researchers have tried to understand the relationships between strategy, organisation and technology. Davies and Hobday show how today's complex new technologies and organizational structures have made this task even more complicated. Their answer to many of the strategic challenges posed by the new environment is the project business. This book provides a major contribution to our understanding of industrial organisation in the early 21st century.' Mark Dodgson Director, Technology and Innovation Management Centre, University of QueenslandReview of the hardback: 'This book has a very important message in proposing that, for many firms, project competence is a major precondition for competitive advantage. Building on a multitude of solid empirical studies … , Davies and Hobday demonstrate convincingly the vital role of projects as a means of stimulating flexibility and effecting innovation. They present a comprehensive framework that accounts for the wider significance of projects for innovation and business strategy. For students within business and technology, as well as for managers, this book is a must read!' Lars Lindkvist Professor of Business Administration, Linköping University, SwedenReview of the hardback: '… this book is 'highly original' … The authors … go furher by analysing the role of projects, and the actions of managers within them, from two viewpoints: that of complex products and systems as a particular class of undertaking and their role in stimulating and effecting innovations … The book is structured to take researchers, students and managers through the field step by step … This is a well organised and clearly written book on a subject of growing importance. It provides an excellent introduction for students, researchers and project managers.' Development Policy ReviewReview of the hardback: 'For the reader who wants to understand this important category of projects and the innovation and learning problems associated with project business, I truly recommend the book. I especially believe that the theoretical framework presented in the book is a welcome contribution to both the literature on management in general and to the knowledge of project management/organization/business in particular.' Jonas Söderlund School of Managment, Linköping UniversityTable of Contents1. Introduction; 2. The dynamics of innovation in complex projects and systems; 3. Business strategy and project capability; 4. Systems integration and competitive advantage; 5. The project-based organisation; 6. Managing software-intensive projects; 7. Learning in the project business; 8. Integrated solutions for customers; 9. Lessons for the project business.

Read more less

Book SynopsisThis book is written for all managers, in any function, who are tasked with delivering projects at work. It is of particular interest to those managers who have to deal with small- to medium-sized projects in addition to their usual responsibilities. Straightforward and user friendly, this book takes the reader through a series of steps which results in the effective delivery of a project. Managing Projects at Work breaks down into two stages. By the end of stage one the reader will know how to build a 'Defensible Plan' for successful project implementation. This process, which follows a step-by-step sequence, draws out in a unique way all the resources and support needed for an effective project delivery. The outcome is a confident project manager who can justify and secure what is needed for the stress-free implementation of the project. Stage two deals with implementing the 'Defensible Plan' under proper control, through motivated and well-led people. Gordon Webster's approach suTrade Review'... if you are facing managing a project for the first time, you may well think that the investment will provide a payback within a very short space of time if you get your planning and implementation right.' NEB Management Progress, Spring 2000Table of ContentsContents: Introduction. Part I Building the Defensible Plan: The Defensible Plan; Defining your project; Scheduling the work; Estimating resources needed; Planning for project leadership; Managing risk; Delighting customers; Building a budget; Selling the Defensible Plan. Part II Implementing the Defensible Plan: Project implementation, an overview; Building and using project controls; Leading and motivating project team members; Building and leading a project team; Solving implementation problems; Glossary; Index.

Read more less

Book SynopsisThis fast-paced business novel does for project management what The Goal and It''s Not Luck have done for production and marketing. Goldratts novels have traditionally slain sacred cows and delivered new ways of looking at processes which seem like common sense once you read them. Critical Chain is no exception. In perhaps Elis most readable book yet, two of the established principles of project management, the engineering estimate and project milestones, are found wanting and dismissed, and other established principles are up for scrutiny - as Goldratt once more applies his Theory of Constraints. The approach is radical, yet clear, understandable and logical. New techniques are introduced, and Project Buffers, Feeding Buffers, Limit Multitasking, Improved Communications and Correct Measurements make them work. Goldratt even handles the complicated statistics of dispersed variability versus accumulated variability so deftly you wont even be aware of learning about them - they ll just Trade Review'Anyone who doesn't snap up a copy is missing a wonderful opportunity for professional and personal development.' - Assembly 'This book is valuable to two main audiences: project managers and senior managers...useful for dealing with one of the most difficult and pressing management challenges: developing highly innovated new products.' - Harvard Business Review 'Eli Goldratt's first novel,The Goal, shook up the factory floor...Goldratt essentially adds a discipline for understanding what drives project performance and therefore what the focus of a project manager's attention should be." - Harvard Business Review 'Critical Chain will revolutionize project management.' - World Aero-Engine Review '... would be of use to project managers who require more sensitive project management methods than those they currently employ ... would also be useful for those who are not convinced of the benefit of project management methods.' - British Journal of Healthcare, Computing & Information ManagementTable of Contents1: Chapter 1; 2: Chapter 2; 3: Chapter 3; 4: Chapter 4; 5: Chapter 5; 6: Chapter 6; 7: Chapter 7; 8: Chapter 8; 9: Chapter 9; 10: Chapter 10; 11: Chapter 11; 12: Chapter 12; 13: Chapter 13; 14: Chapter 14; 15: Chapter 15; 16: Chapter 16; 17: Chapter 17; 18: Chapter 18; 19: Chapter 19; 20: Chapter 20; 21: Chapter 21; 22: Chapter 22; 23: Chapter 23; 24: Chapter 24; 25: Chapter 25

Read more less

Book SynopsisA project is more than an assembly of methods, tools and resources. Projects often seem to have a soul. They require dedication, belief and commitment. The only way to gain experience of a project, assess and develop the skills associated with it is to live through it. The six micro-projects in this collection highlight the kinds of skills typical of creative project teams. They can be used to practise: team working in a project environment working as a team to satisfy a need expressed in terms of time, cost and quality the skills associated with creativity, problem solving and team leadership the guiding principles for tackling projects creatively. The collection includes the following games: Eggbox is a creative project that emphasizes idea generation; Ironbridge simulates a scenario in which consortia explore the specifications of a construction project; Tower of Straws produces a situation in which change is frequent and normal; Domino Race is based on an imaginative desTrade Review'Ian Stokes is to be commended on the clear and simple layout of this manual. Many trainers will have used a wide variety of activities to support their groups, and it might seem that here are just some more of the same. The actual difference is that these are so well structured and provided with such superb materials that you really can pick them up and very quickly work with them. At the same time you can be sure you can rely on the design to meet the learning needs identified.' ITOL (Institute of Training and Occupational Learning)Table of ContentsContents: Introduction. Facilitator's Guide: Trainer guidance; The learning messages; Notes for observers of micro-projects; Observer's checklist; Facilitator's guide to the micro-projects: Eggbox; Ironbridge; Tower of straws; Domino race; Catapult; Autonomous team activity. Micro-Projects Team Resources: Eggbox; Ironbridge; Tower of straws; Domino race; Catapult; Autonomous team activity. Micro-Projects Participants' Notes: Using a micro-project as a learning experience; Working with micro-projects.

Read more less

Book SynopsisProjects overspend and overrun. Business cases perform less well than expected. Managers tighten their grip and initiate more procedure. But little changes and the scenario repeats, and it has done so for decades. Losing other peoples' money and goodwill is almost an innate characteristic of projects. This may be a norm but it need not be the natural state of affairs. In Project Risk Analysis, Derek Salkeld shows how easily assimilated techniques developed out of formal risk analysis methods can be used to increase the chances of projects being delivered to the oft quoted objective of on time and to budget, to quality and to popular acceptance. These techniques need to be understood by managers so that they can foresee the benefits of directing their teams to carry them out, and so they can inform their clients about the potential consequences of the investments they wish to make and how the project team plan to assure these. The three parts of the book explain how you can: calcTrade Review’The book provides a multitude of aids to help with determining risks, identifying costs, and how the risks affect the schedule. These aids include examples, areas to address and checklists... it stresses the importance of tying risks to people through assignment of ownership and risks to the project budget through allocation of contingences.... The project management and risk management professions may get a better reputation because of projects getting completed at a higher rate and on time and within budget.’ PM World Journal, September 2013 ’Derek Salkeld’s book is about understanding the uncertainty inherent in projects, which leads to the inability to predict timescales and costs precisely at the beginning of a project. In an industry where even large companies are wedded to single-valued estimating techniques, against which they may enter fixed-price contracts with penalties for lateness, (or judge the performance of the project delivery staff), the content of this book provides valuable material to help manage expectations, obligations, and funding.’ Camel Blog (Arras People), January 2015Table of Contents1: Introduction; 1: The Case for Risk Analysis; 2: Risk Modelling Primitives; 3: Risk Modelling Examples: Cost Context; 4: Risk Modelling Examples: Time; 5: Using Risk Analysis to Inform the Allocation of Risk Ownership; 6: Using Risk Analysis to Derive the Risk Management Strategy; 7: A Risk Analysis Process; Conclusion

Read more less

Book SynopsisStrong managerial leadership is a major factor in competitiveness and effectiveness in business. Companies must establish a managerial organization structure that puts competent managerial leaders into suitable roles. The aim of this practical text is to provide a foundation for leadership at a down--to--earth and understandable level.Trade Review"This book is an enthralling read from start to finish and a marvellous addition to the Developmental Management series." Executive Development.Table of ContentsForeword: Requisite Leadership - Managing Complexity by Ronnie Lessem. Preface. Special Acknowledgement. Acknowledgments. Part I: Concepts and Principles: . 1. The Demystification of Leadership. 2. Human Nature at Work. 3. Role Complexity and Task Complexity. 4. Basic Concepts of Organizational Structure. Part II: Requisite Practices:. 5. Task Assigning Role Relationships (TARRs). 6. Managerial Leadership. 7. Supervisory Leadership. 8. Project Teams and Expert Leadership. 9. Manager-Once-Removed (MOR) Leadership Accountability. 10. Organizational Leadership. 11. Managerial Leadership Development Program. Outline and Summary. Bibliography. Index.

Read more less

Book SynopsisOrganisation structure can make or break the project manager... New forms of organisation are emerging in the construction industry from partnering to virtual teams. There is a growing need to consider project organisational structures carefully. This book differs from the many other texts on project management by concentrating on the challenges of devising relevant structures for project management. It examines the diverse factors to be considered when determining an initial overall organisation for new construction projects. It also looks at how to vary the organisation in response to the differing environments over the lifetime of a project. In a pragmatic, accessible style, the author has both added to the body of knowledge in this area and provided the project management with a set of effectivemanagement tools to: examine the criteria for designing structures within an organisation identify the factors relevant to the developmeTable of ContentsPart 1. STRUCTURE PAST - Searching for the real project: the historical approach; Open system characteristics in industrial terms: relatively recent developments;. PART 2. STRUCTURE PRESENT - Establishing a project's relevant environmental forces: recognise the relevant - ignore everything else?; Further factors in a possible model for organisation structure design; Control is not total;. PART 3. STRUCTURE FUTURE? - The Genome approach; Taking-up the options; Future challenges; Glossary 1; Glossary 2; References; Index

Read more less

Book SynopsisGlobal Risk Assessment and Strategic Planning is a customised reference tool for project managers, encompassing risk-based management planning techniques and strategic decision-making processes for the successful management of projects whether large or small.

Read more less

Book SynopsisThe fast and easy way to perfect your project management skills Whatever your profession, effective project management skills are crucial to developing a successful business career. In Project Management Essentials For Dummies, you''ll find all the information and guidance you need to plan your projects with confidence and deliver them on time. This comprehensive resource will help you unlock the keys to project management success, gain the know-how to assess your strengths and weaknesses to maximise your project management potential, find proven ways to motivate your project team, and so much more. In today''s challenging business environment, professionals are increasingly working within tight timeframes and constricted budgets, and striving to deliver projects under a range of high-pressure scenarios. Thankfully, Project Management Essentials For Dummies shows you how to put out the fires igniting your workspace and explains how easy it is to organise

Read more less

Book SynopsisDebra Corey is an experienced HR professional, with over 30 years of experience as a rewards practitioner. She is currently the group reward director at Reward Gateway, having held similar roles at global organizations such as PageGroup, Merlin Entertainments, Quintiles, Honeywell and Gap. Debra has developed and led a variety of award-winning communication campaigns, and currently teaches a communications course through WorldatWork. In 2021 she was named as one of the Most Influential HR Thinkers by HR Magazine.Trade Review"An excellent overview of why communications is such a vital part of HR programmes. This is such a neglected area at times but an increasingly vital one in the war for attracting and retaining talent. Corey uses practical examples and tips to bring the issues to life and demonstrate best-practice. She also helps to focus on the measurement of the communications you use to ensure you are not only effective but are achieving ROI." * Dr Andy Brown, CEO, Engage *"Few people can have more experience in communicating HR/reward programmes effectively than Debra, and her book reveals all of that experience and knowledge. Few of us pay enough attention to communicating and involving staff and stakeholders, and that underpins the poor implementation of most HR/reward programmes. This book will help you deliver your HR/reward policies into practice." * Duncan Brown, Head of HR Consultancy, Institute for Employment Studies *"Practical, informative and full of warmth and fun. Debra's disarmingly honest accounts of her own experiences draw you in and connect you to the learning points." * Glenn Elliott, Founder and CEO, Reward Gateway *"Whatever part of HR change you look at, the common factor is the need for planned, well thought-out and appropriate communication. This engaging book is a comprehensive guide to how to achieve this." * Michael Rose, Reward Strategy Consultant, Rewards Consulting Ltd *Table of Contents Chapter - 1: Investigation; Chapter - 2: Medium; Chapter - 3: Planning; Chapter - 4: Allies; Chapter - 5: Content; Chapter - 6: Testing; Chapter - 7: Case Study: BT employee share plan project; Chapter - 8: Case Study: LV= pensions project Chapter - 9: Case Study: LV= !nnovate project; Chapter - 10: Merlin Entertainments; Chapter - 11: Case Study: Reward Gateway Project Solar; Chapter - 12: Conclusion

Read more less

Book SynopsisBob Dignen is a trainer, facilitator and coach, and Director of York Associates where he delivers intercultural skills programmes and international team and leadership communication seminars to clients.Peter Wollmann is Global Program Manager, Vision 2020 and Head of Strategic Change Management, BU Germany.Trade Review"This is an exemplary case-book on an increasingly crucial and important topic. It provides deep insights into the complexities, opportunities and pitfalls of transnational and intercultural projects. It offers hands-on expertise as well as concept-based reflections on practices and experiences and thus proves to be an excellent learning companion. It can be recommended highly to project managers as well as internationally responsible general managers." * Helmut Willke, Zeppellin University Friedrichshafen *"The book is punchy, easy to read and relate to with clear and helpful messages combined with the ability to document, reflect and consider application to own work." * Fiona Thomas, Consultant in Project Management and Executive and Business Coach *Table of Contents Chapter - 1: Consumer insights; Chapter - 2: The Italian creative network; Chapter - 3: Financial incentives in international projects: Can money buy commitment and drive performance; Chapter - 4: Distilling experience: A career in international projects; Chapter - 5: The Nordic leadership study tour to India; Chapter - 6: A global regulatory-driven program in a large insurance company; Chapter - 7: An iterative evaluation of an online class to increase inclusion of international learners in an online forum; Chapter - 8: Implementation of a global performance management system; Chapter - 9: Global offensive: Project management within 150 days; Chapter - 10: A tale of David and Goliath: Storytelling in projects; Chapter - 11: Setting up a RTGS (Real Time Gross Settlement) system in a Latin American context; Chapter - 12: Strategic business expansion; Chapter - 13: Making the case for a coaching approach to IT projects which implement substantial change; Chapter - 14: Project fan club: An effective means to achieve a performance boost in projects; Chapter - 15: E-learning product development with a virtual team; Chapter - 16: Global wine and global leadership – A striking analogy; Chapter - 17: Dialogue in Montalcino; Chapter - 18: Conclusion: Looking to the future of international project management

Read more less

Book SynopsisSusanne Madsen is an internationally recognized project leadership coach, trainer and consultant. Prior to setting up her own business, she worked for almost 20 years in the corporate sector leading high-profile programmes for major global corporations. She is a fully qualified corporate and executive coach accredited by DISC, and a regular contributor to the Association for Project Management (APM). She is a frequent speaker at organizations and leading business schools and is also the co-founder of The Project Leadership Institute, which is dedicated to building authentic project leaders.Trade Review"Projects become more complex every day, not only from a technical point of view but especially from a leadership point of view. The Power of Project Leadership is provided to all participants of a leadership training programme for our senior project managers. They use it frequently during and after their leadership journey and appreciate its practical approach." * Saskia van der Meij, Director Talent Learning & Development Royal BAM Group *"The Power of Project Leadership combines the human element into project management theory, giving us an effective roadmap to find ways of managing demanding pressures, and developing the art to achieve project success." * Sarah Jane Woods, Public Services Project Manager and Life Coach *"I loved this book the first time, and the revised edition is even better. Fully updated, this edition goes deep into strategies to help you lead yourself and your team more effectively. The book goes beyond theory - although you can tell the text is well-grounded in research - to give you practical tactics that you can use daily at work. When you combine powerful techniques and a willingness to do the work, you have a blend that will help you excel at delivering organisational strategy through projects. Susanne makes it easy by stepping you through the 'keys' to leadership, and you can pick and choose the approaches you think will make the most difference with your team." * Elizabeth Harrin, FAPM, author of 'Project Manager', Director Otobos Consultants Ltd, award-winning blogger GirlsGuideToPM.com *"The 2nd edition of The Power of Project Leadership is bang up-to-date with the latest information needed for project leaders and retains the energy and commitment borne out of Susanne's personal experience, which made the original such a success. This new edition is ambitious for you and for the profession and asks you to reflect on your own progression as a project leader. It recognises that internal work may be challenging, so it is written in an engaging manner, combining a practical framework with inspirational stories from practitioners, to keep you engaged." * Carole Osterweil, author of Project Delivery, Uncertainty and Neuroscience *"The new edition of this book develops from the foundation laid by the first edition and layers new models and new thinking into the leadership practices for project managers. If you read the first edition, there is plenty of new material on which to build. If this is your first entry into the topic, there is a wealth of information combined with practice with which to develop your skills." * Ruth Pearce, ACC, JD, PMP, coach, project motivator, and author of Be a Project Motivator *"Whether you are an experienced practitioner looking to reflect and hone your skills, or setting out with a goal to become an inspirational leader of projects, this book provides the insight to do so. Highly recommended. All my team have a copy. I'm that confident of the effect it will have on my business." * Paul Daniels, Leadership and Management Ltd (about previous edition) *"In this great and inspiring book, Susanne has gathered the core elements and key insights to bring you the essence of project leadership. It contains coaching questions that challenge you to think about yourself, assess your situation and commit to becoming the leader you wish to be. This book should be your personal development tool for this year!" * Birger Kontek, Senior Change Manager and Vice President Barclaycard Germany (about previous edition) *Table of Contents Chapter - 00: Introduction; Section - ONE: The world is changing and so must you; Section - TWO: Your hidden drivers; Section - THREE: The 7 keys to project leadership; Chapter - 01: Key #1 – Be authentic; Chapter - 02: Key #2 – Lead with vision; Chapter - 03: Key #3 – Improve and innovate; Chapter - 04: Key #4 – Empower the team; Chapter - 05: Key #5 – Get close to your stakeholders; Chapter - 06: Key #6 – Establish a solid foundation; Chapter - 07: Key #7 – Work with intent; Section - FOUR: Making the transition happen

Read more less

Book SynopsisThis book is a must-read for anyone responsible for projects and initiatives that span functional and geographical divides. Authors Moran and Youngdahl bring extensive experience and learning from industry practice to present a clear and straightforward treatment of the leadership skills and knowledge required to lead projects that are global in nature. They have written the first book of its kind to address the three essential skills of global project leaders - strategic project management, project leadership, and cross-cultural leadership. The authors argue that global project leadership is an essential skill in our project-based world and that we are all either intentional or accidental project leaders. Intentional project leaders pursue formal project management education and even certification whereas accidental project leaders find themselves leading global projects and initiatives as a result of a special assignment or promotion. Moran and Youndahl have found that the vaTrade Review‘This is a good introductory book regarding the particulars of managing projects in a global environment. The writing is not overly academic, it engages the reader, and contains essential elements for the developing project manager to consider. […] It is ideally suited for project management majors and international business/global studies majors.’ - David G. Duby, Associate Professor, Liberty University, USATable of Contents1 Leading Global Projects; 2 What Every Project Leader Needs to Know About Project Management; 3 The Project Story; 4 Cross-Cultural and Cross-Functional Project Leadership Skills; 5 Influencing and Negotiating; 6 What Project Team Members Need from Us; 7 Leading Projects at the Edge of Chaos; 8 Shaking Up the Project Team; 9 Leadership/Culture/Project Management: Capturing the Learnings; 10 Mindstretching Question, Summary, and Epilogue

Read more less

Book SynopsisChange, Strategy and Projects at Work provides a working insight into the nature of change, the formulation of strategy and the implementation of change through projects in the workplace. It is a how to' book with real practical application, containing the tools, techniques, advice and guidance you need to analyse organisational context, develop a strategic plan and manage a project. To help you in leading change and creating opportunities for yourself and your organisation, the book takes an integrated approach to managing change, developing strategy and project management, and covers: * How strategic objectives are chosen, promoting awareness of the wider organisational context and the strategic planning process* The knowledge, tools, techniques and confidence needed to act as a change agent * The skills, competencies and other attributes needed to improve your employabilityThe book is ideTable of Contents1. The nature of Change; 2. So What's the strategy?; 3. Implementing change through project work; 4. Project initiation and definition; 5. Project planning; 6. Project implementation; 7. Project closure and evaluation; 8. Learning and looking forward

Read more less

Book SynopsisExamines what it takes to make the crucial transition from project manager to project leader. Providing a person-centered, results-driven approach to project leadership, this book includes a Leadership Assessment Tool that you can use to provide feedback on your leadership skills, by others as well as yourself.

Read more less

Book SynopsisBrings clarity to the definitions and sometimes complex and conflicting terminology associated with project delivery methods. THe book does this by providing a comprehensive explanation of each delivery method.

Read more less

Book SynopsisDon't let your company kill you! Open this book at your own risk. It contains ideas that may lead to a profound self-awakening. An introspective journey for those in the trenches of today's modern organizations, Deep Change is a survival manual for finding our own internal leadership power.Trade Review"Deep Change should be mandatory reading for every business leader seeking the strength, direction, energy, and inspiration to shape organizational transformation." -Thomas C. Jones, president, CIGNA Individual Insurance.Table of ContentsPreface Part One: Deep Change or Slow Death 1. Walking Naked into the Land of Uncertainty 2. Confronting the Deep Change or Slow Death Dilemma Part Two: Personal Change 3. The Fear of Change 4. The Heroic Journey 5. Finding Vitality 6. Breaking the Logic of Task Pursuit 7. A New Perspective 8. Confronting the Integrity Gap 9. Build the Bridge as You Walk on It Part Three: Changing the Organization 10. Denying the Need for Change 11. Finding the Source of the Trouble 12. When Success Is the Engine of Failure 13. The Tyranny of Competence 14. The Internally Driven Leader Part Four: Vision, Risk, and the Creation of Excellence 15. Overcoming Resistance 16. From Manager to Leader 17. Why Risk is Necessary 18. The Transformational Cycle 19. Excellence is a Form of Deviance 20. Confronting the Undiscussable 21. A Vision from Within 22. The Power of One 23. The Power of Many

Read more less

Book SynopsisThis book draws on more than 20 years experience and goes beyond facilitation as "meeting management" to detail how to elicit, analyze, verify and translate a group's knowledge and expertise into a tangible deliverables. Using real-world examples, the book shows how to get the benefits of group buy-in and ownership. .Table of ContentsTables, Figures, and Exhibits. Acknowledgments. The Authors. Introduction. PART 1: THE POWER OF THE PARTNERSHIP: PROJECTS AND FACILITATION. Section 1: The Commitment to Perform. 1. Old Dogs and New Tricks. 2. Facilitation Within the Project Lifecycle. Section 2: The Ability to Perform. 3. Who’s on First? 4. What Effective Facilitation Is and Is Not. PART 2: THE PARTNERSHIP IN PRACTICE: MAKING FACILITATED WORK SESSIONS WORK. Section 3: Work Session Basics. 5. Making Work Sessions Work. 6. The Work Session Tightrope. 7. Preparing for the Work Session. 8. Conducting the Work Session. 9. Wrapping Up the Work Session. Section 4: Facilitating the Deliverable. 10. Establishing the Project Charter. 11. Analyzing and Designing Business Processes. 12. Defining Business Requirements. 13. Assessing Risks. 14. Convening Work-in-Progress Reviews. PART 3: THE TECHNIQUES. Section 5: General Facilitation Techniques: Engaging the Group. 15. It’s All About Communication. 16. Flip-Charting. 17. Brainstorming. 18. Facilitated Dialogue. 19. Nominal Group and Affinity Analysis. 20. Prioritization Techniques. 21. Breakout Groups. 22. Staying On Track: Agendas, Action Items, and Other Focusing Techniques. Section 6: Specialized Facilitation Techniques: Building the Deliverables. 23. Creating a Purpose Statement. 24. Defining Objectives and Targets. 25. Scope Framing. 26. Guiding Factors: Assumptions, Constraints, Dependencies, and Touch Points. 27. Discovering Impacts. 28. Risk Analysis Matrices. 29. Process Decomposition. 30. Process Mapping. 31. Process Detail Table. 32. Context Diagramming. 33. Requirements Table. 34. Developing a Timeline. PART 4: RESOURCES. A. Cross-Reference Tables for Tools and Techniques. B. Recommended Books and Journals. C. Recommended Web Sites. D. Recommended Organizations. References. Index. Templates on CD-ROM. How to Use the Accompanying CD-ROM.

Read more less

Book SynopsisIn Human Factors in Project Management, author Zachary Wonga noted trainer and acclaimed leader of more than 250 project teamsprovides a summary of people-based managementskills and techniques that can be applied when working in a team environment. This comprehensive resource brings together in one book new and current models in team motivation and integrates the most significant concepts in team motivation and behaviors into a single set of principles called Human Factors. Wong shows how these factors can be applied to the most challenging issues facing project managers today including Motivating a diverse workforce Facilitating team decisions Resolving interpersonal conflicts Managing difficult people Strengthening team accountability Communications Leadership Table of ContentsAcknowledgments vii The Author xi Introduction 1 One Emergence of Human Factors 11 Two Human Factors and Team Dynamics in Project Management 17 Three Key Elements of Team Performance: Content 27 Four Key Elements of Team Performance: Process 37 Five Key Elements of Team Performance: Behavior 69 Six Secrets of Managing the Three Key Elements 91 Seven Key Stages of Team Development 111 Eight Moving the Team Forward: Facilitation Techniques 125 Nine Personal Space 149 Ten Team Conflicts 191 Eleven How Conflicts Affect Personal Space 207 Twelve Expanding Your Space 223 Thirteen Managing Good and Bad Behaviors 247 Fourteen Raising Your Game 265 Fifteen Those Who Break Through Will Never Go Back 285 Sixteen Hearts and Minds of Human Factors 303 Seventeen Personal Leadership: Putting It All Together 323 Epilogue 341 References 343 Index 345

Read more less

Book SynopsisWhat is the most important responsibility of a project manger? Effectively communicating with others on the team. Learn how to keep everyone in the loop--even when setbacks occur--to ensure project success.

Read more less

Book SynopsisNewly revised for 2001, this second edition of Richard Thayer''s popular, bestselling book presents a top-down, practical view of managing a successful software engineering project. The book builds a framework for project management activities based on the planning, organizing, staffing, directing, and controlling model. Thayer provides information designed to help you understand and successfully perform the unique role of a project manager. This book is a must for all project managers in the software field. The text focuses on the five functions of general management by first describing each function and then detailing the project management activities that support each function. This second edition shows you how to manage a software development project, discusses current software engineering management methodologies and techniques, and presents general descriptions and project management problems. The book serves as a guide for your future project management activities.

Read more less

Book SynopsisA recent study showed that only 53 percent of projects come in on budget and only 49 percent on schedule. So what does it take to be an on-time finisher? This book takes readers through mastering the key skills that will make it happen: initiating, planning, executing, monitoring, and closing.

Read more less

Book SynopsisEconomics and technology have dramatically re-shaped the landscape of software development. It is no longer uncommon to find a software development team dispersed across countries or continents. Geographically distributed development challenges the ability to clearly communicate, enforce standards, ensure quality levels, and coordinate tasks. Global Software Development Handbook explores techniques that can bridge distances, create cohesion, promote quality, and strengthen lines of communication. The book introduces techniques proven successful at international electronics and software giant Siemens AG. It shows how this multinational uses a high-level process framework that balances agility and discipline for globally distributed software development. The authors delineate an organizational structure that not only fosters team building, but also achieves effective collaboration among the central and satellite teams. The handbook explores the issues surrounding quality and the Table of ContentsINTRODUCTION. Motivation. Critical Success Factors for Global Software Development. PLANNING. Requirements Engineering. Requirements for the Architecture. Architecture. Risk Analysis. Project Planning Process. Project Estimation. ORGANIZATION STRUCTURE. Software Development Teams. Supplier Manager. MONITORING AND CONTROL. Quality Assurance. Infrastructure Support for Global Software Development. Communication. CASE STUDIES. GSP 2005. DPS2000. FS2000. BAS. CONCLUDING REMARKS. Conclusions. Index.

Read more less

Book SynopsisProvides a theoretical and practical basis for becoming an advanced financial modeller in Excel. This title gives the theory and practical detail necessary to build and maintain a financial model yourself. It covers the key aspects of financial modelling, including: financial theory; modelling theory; and excel theory and techniques.Table of ContentsAbout the author Preface Introduction PART 1 - THEORY 1. Modelling theory 2. Finance theory 3. The language of modelling theory 4. Excel theory 5. Computer theory PART 2 - PRACTICE 6. Building the model 7. Practical modelling techniques 8. Maintaining the investment PART 3 - FURTHER LESSONS 9. Lessons from PFI APPENDICES Appendix 1 - Links and references Appendix 2 - Dictionary of terminology, units & abbreviations Appendix 3 - Keyboard shortcuts Appendix 4 - Excel functions Appendix 5 - Business map or quick start sheet Appendix 6 - The tree analogy Lazuli Solutions Index

Read more less

Book SynopsisLearn essentials of managing projects well and within budget, from scheduling and jobsite safety to quality and customer service in this long-anticipated revision of Basic Construction Management.Trade ReviewThis book is a must-read for anyone considering a career in construction supervision. I have not seen a better training guide in my 20 years in homebuilding. -- Ken Condit, Construction Training ManagerThis book is an essential tool for new superintendents and can help experienced superintendents polish their skills. By using the principles in Basic Construction Management, you will build higher quality projects more efficiently and safely. -- Jay Christofferson, Chair, Brigham Young University construction management program

Read more less

Book SynopsisBy the time you compare your accounting reports with your job costing, estimating and change orders, and pipeline, it's too late to make adjustments to guarantee profit. This book will help you see where you stand every day, with every job, by monitoring just 7 Key Numbers that drive all profits and cash flow.Trade Review"Managing Your Business with 7 Key Numbers is exceptionally well written, organized, and presented. Specifically directed at professionals engaged in construction, Managing Your Business with 7 Key Numbers is as thoroughly 'user friendly' as it is informative, making it very highly recommended." -- Small Press Bookwatch, Oregon, WI

Read more less

Book Synopsis

Read more less

Book Synopsis

Read more less

Book Synopsis

Read more less

Book Synopsis

Read more less