Project management Books

Book SynopsisTable of ContentsList of figures List of tables Preface Publisher's acknowledgements Chapter 1 The project concept and the organisational perspective 1.1 Projects and perspectives 1.2 The task perspective 1.2.1 Definition and main ideas 1.2.2 Theoretical base 1.2.3 Criticisms of task perspective 1.3 The organisational perspective 1.3.1 Definition and main ideas 1.3.2 Theoretical base 1.4 A universal project management theory or several contingency theories? 1.4.1 Types of project 1.4.2 Life cycle models 1.4.3 How this affects what follows 1.5 The project assignment 1.5.1 The rationale of the project – stability and change at the same time 1.5.2 Dividing responsibilities between the project and base organisation 1.5.3 What sort of changes is possible in a base organisation? 1.5.4 Pursuing different types of change at the same time – PSO 1.5.5 Evolutionary development 1.5.6 Resistance to change 1.5.7 The evolving task 1.6 Projects and time 1.6.1 Cyclical, linear and alternating time 1.6.2 Temporal focus and temporal depth 1.6.3 Polychronicity and monochronicity 1.6.4 Scheduling of activities – entrainment of processes 1.6.5 Coping with stress 1.7 A project management theory based on the organisational perspective 1.7.1 Concepts, theories and methods 1.7.2 A project management theory 1.7.3 Theory elaboration Notes to Chapter 1 Chapter 2 The foundation of the project 2.1 Strategies affecting projects 2.1.1 Change strategy: punctuated equilibrium 2.1.2 Change strategy: event pacing or time pacing 2.1.3 Positioning strategy 2.1.4 Implementation strategies 2.2 Project uncertainty 2.2.1 The concept of uncertainty 2.2.2 Attitudes to uncertainty 2.2.3 Uncertainty management strategies 2.3 Project stakeholders 2.3.1 Salience 2.3.2 A strategy for dealing with stakeholders 2.3.3 Constructing a coalition – the contribution/reward model 2.4 Establishing the project 2.4.1 Business case 2.4.2 Project mandate 2.5 Project mission, goals and success criteria 2.5.1 Missionand goals 2.5.2 Elaborating the mission – mission breakdown structure 2.5.3 Project success criteria 2.5.4 Moving targets 2.6 Project scope and delimitations 2.6.1 Freedom of action 2.6.2 Project responsibilities 2.6.3 Project completion date 2.7 &

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Book SynopsisJurgen Wolff is the author of Your Writing Coach (Nicholas Brealey Publishing), Do Something Different (Virgin Books), and Successful Scriptwriting (Writers Digest Press, with Kerry Cox). He's also written many articles, including a personal development column for the Times Educational Supplement.  He teaches workshops on personal development, time management, creativity, and writing around the world. Jurgen has lectured at the University of Southern California, for the Skyros Institute, the Academy for Chief Executives, and for Fremantle Media, the London School of Journalism, the European Media programme, and at private workshops in the United States, England, Spain, Germany, Denmark, France, South Africa, Belgium, and the U.S. Virgin Islands. Jurgen is a Neuro Linguistic Programming practitioner and a certified hypnotherapist and Time Line therapist. He is the author of our upcoming title, Creativity Now as well as, Series Editor for the For Entrepreneurs seriTable of ContentsContents Foreword by Bob Cochran, co-creator of 24 vii About the author ix Introduction How creating focus will change your life xi Part 1 Finding your focus 1 How to focus on your vital 20% 2 How to focus on your first goals Part 2 Your focus strategies 35 3 How to focus your time patterns for success 4 How to overcome the obstacles to focus 5 How to focus on what already works 6 How to (finally) beat procrastination Part 3 Your focus tools 93 7 How to use the Alter Ego strategy 8 How to manage other people 9 How to focus your language for extraordinary results 10 How to create information focus 11 How to conquer the paper mountain 12 How to tame the email monster 13 How to master meetings and networking Part 4 Putting it all together 181 14 How to deal with deadlines and multiple projects 15 How to maintain your new found focus 16 The goals breakthrough experience 17 How to put it all together to reach all your goals

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Book SynopsisMike Clayton was a project manager for twelve years, working for international services firm Deloitte.  He led teams ranging from 2 to nearly 100 people, on projects for Government departments, local authorities, global manufacturers and FTSE 100 companies. Since 2002, Mike has focused on speaking about project management and has trained over 2,000 project managers.  Table of Contents Part 1: The Four Essentials of Team Leadership Chapter 1: You get the team you deserve Chapter 2: Focus on Individuals Chapter 3: Build and share a clear plan Chapter 4: Foster a true sense of team spirit Chapter 5: Communicate relentlessly – and well Part 2: Leading your Project Team at each Stage of the Project Chapter 6: Project Definition Stage Chapter 7: Project Planning Stage Chapter 8: Project Delivery Stage Chapter 9: Project Closure Stage Part 3: Project Team Leadership in Tough Times Chapter 10: Tough Times: Meeting Resistance Chapter 11: Tough Times: Up against it Chapter 12: Tough Times: Tough Leader To Lead: Some Closing Remarks Glossary of Project Management Terms Index

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Book SynopsisAll businesses strive for excellence in todayâs technology-based environment in which customers want solutions at the touch of a button. This highly regarded textbook provides in-depth coverage of the principles of operations and supply chain management and explains how to design, implement, and maintain processes for sustainable competitive advantage. This text offers a unique combination of theory and practice with a strategic, results-driven approach.Now in its fourth edition, Operations Management for Business Excellence has been updated to reflect major advances and future trends in supply chain management. A new chapter on advanced supply chain concepts covers novel logistics technology, information systems, customer proximity, sustainability, and the use of multiple sales channels. As a platform for discussion, the exploration of future trends includes self-driving vehicles, automation and robotics, and omnichannel retailing. Features include: A host of international case studies and examples to demonstrate how theory translates to practice, including Airbus, Hewlett Packard, Puma, and Toyota. A consistent structure to aid learning and retention: Each chapter begins with a detailed set of learning objectives and finishes with a chapter summary, a set of discussion questions and a list of key terms. Fully comprehensive with an emphasis on the practical, this textbook should be core reading for advanced undergraduate and postgraduate students of operations management and supply chain management. It would also appeal to executives who desire an understanding of how to achieve and maintain âexcellenceâ in business. Online resources include lecture slides, a glossary, test questions, downloadable figures, and a bonus chapter on project management.Trade Review"Operations Management for Business Excellence is a highly accessible text that draws upon both international and local (Australasian) case examples. It contains simple, practical models for planning, designing, managing and improving operations in businesses of all sizes and specialisms, and avoids unnecessary mathematical statistical complexity. I highly recommend this text at undergraduate and postgraduate / MBA level." — Dr Nigel Grigg, Professor of Quality Systems, Centre for Quality and Supply Chain Management, Massey University, New Zealand"This book presents traditional and updated OSCM models and practices (including robotics and sustainability) in plain language without surrendering academic rigor, supported by rich case studies from the renowned corporations and discussion questions with an engaging fashion. I think this approach will make this book very appropriate for OSCM teaching and the exploration of ‘excellence’ for business practitioners." — Jason X. Wang, University of Huddersfield, UK"‘We need this product at low cost, high quality and we need it now!’ Anyone who has heard this imperative knows how critical operation management is for firms. This book offers a refreshing overview of the discipline, incorporating the latest challenges facing operational managers today that will surely be of invaluable use to students." — Thierry Burger-Helmchen, Faculty of Economics & Management, EM Business School, University of Strasbourg, France"Using a clear and concise style, this book provides a comprehensive and contemporary introduction to operations and supply chain management. The case studies at the beginning of each chapter and at the end of the book are excellent and help bringing to life the concepts and the techniques explained in the book." — Dr Riccardo Mogre, Associate Professor in Operations Management, Durham University Business School, University of Durham, UK"Operations Management for Business Excellence is a highly accessible text that draws upon both international and local (Australasian) case examples. It contains simple, practical models for planning, designing, managing and improving operations in businesses of all sizes and specialisms, and avoids unnecessary mathematical statistical complexity. I highly recommend this text at undergraduate and postgraduate / MBA level." — Dr Nigel Grigg, Professor of Quality Systems, Centre for Quality and Supply Chain Management, Massey University, New Zealand"This book presents traditional and updated OSCM models and practices (including robotics and sustainability) in plain language without surrendering academic rigor, supported by rich case studies from the renowned corporations and discussion questions with an engaging fashion. I think this approach will make this book very appropriate for OSCM teaching and the exploration of ‘excellence’ for business practitioners." — Jason X. Wang, University of Huddersfield, UK"‘We need this product at low cost, high quality and we need it now!’ Anyone who has heard this imperative knows how critical operation management is for firms. This book offers a refreshing overview of the discipline, incorporating the latest challenges facing operational managers today that will surely be of invaluable use to students." — Thierry Burger-Helmchen, Faculty of Economics & Management, EM Business School, University of Strasbourg, France"Using a clear and concise style, this book provides a comprehensive and contemporary introduction to operations and supply chain management. The case studies at the beginning of each chapter and at the end of the book are excellent and help bringing to life the concepts and the techniques explained in the book." — Dr Riccardo Mogre, Associate Professor in Operations Management, Durham University Business School, University of Durham, UKTable of Contents1. Operations and Strategy 2. Demand Management and Forecasting in Operations 3. Capacity and Revenue Management 4. Process Design and Strategy 5. Applying Lean Thinking to Operations 6. Achieving Balanced Results and Measuring Performance 7. Quality Management and Product Design 8. Inventory and Resource Planning 9. Collaborative Supply Chains 10. Advanced Supply Chain Concepts: Technology and Sustainability

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Book SynopsisIn recent decades, we have witnessed an increasing use of projects and similar temporary modes of organising in the public sector of nations in Europe and around the world. While for some this is a welcome development which unlocks entrepreneurial zeal and renders public services more flexible and accountable, others argue that this seeks to depoliticise policy initiatives, rendering them increasingly technocratic, and that the project organisations formed in this process offer fragmented and unsustainable short-term solutions to long-term problems.This volume sets out to address public sector projectification by drawing together research from a range of academic fields to develop a critical and theoretically-informed understanding of the causes, nature, and consequences of the projectification of the public sector. This book includes 13 chapters and is organised into three parts. The first part centres on the politics of projectification, specifically the role of projects inTable of ContentsList of IllustrationsPreface and Acknowledgements Introduction Policy Pilots as Public Sector Projects: The Projectification of Policy and Research Why is Innovation Policy Projectified? Political Causes in the Case of Sweden Problematising the Project System: Rural Development in Indonesia Public Sector Innovation Projects: Beyond Bureaucracy and Market? In and Out of Amber: the New Zealand Government Major Projects Performance Reporting Project Management in the Shadow of Public Human Services Pilots as Projects: Policy Making in a State of Exception Project Governance in an Embedded State: Opportunities and Challenges The European Dimension of Projectification. Implications of the Project Approach in EU Funding Policy Agents, Techniques, and Tools of Projectification Observing the Process of Culture Projectification and its Agents: A Case Study of Kraków Standardisation and Its Consequences in Health Care: A Case Study of PRINCE2 Project Management Training The Freelance Project Manager as an Agent of Governmentality: Evidence from a UK Local Authority Notes on Contributors Index

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Book SynopsisThe Stakeholder Perspective places people at the center of both projects and project management. It gives to the project management community a helpful, innovative, stakeholder-centered approach to increase projects' delivered value and success rate. It presents a logical model also called the Stakeholder Perspective, which acts as the reference point in a structured path to effectiveness. Starting from the analysis of a project's stakeholders, the model integrates both rational and relational innovative approaches. Its continuous focus on stakeholder requirements and expectations helps to set a proper path, and to maintain it, in order to target success and to achieve goals in a variety of projects with different size and complexity. The book presents a set of innovative and immediately applicable techniques for effective stakeholder identification and classification, as well as analysis of stakeholder requirements and expectations, key stakeholders management, stakeholder nTable of ContentsI.THE STAKEHOLDER PERSPECTIVE. 1. Stakeholder, Who are They? 2. The Recent Central Role of Stakeholders in Project Management. 3. Stakeholder Identification: Integrating Multiple Classification and Behavioral Models. 4. Stakeholder Analysis: a Systemic Approach. 5. Key Stakeholders Management: Principles of Effective Direct Communication. 6. Stakeholder Network Management: Informative and Interactive Communication. 7. Basic Personal and Interpersonal Skills: Personal Mastery, Leadership, Teaming. 8. Ethics in Stakeholder Relations. II. THE RELATIONSHIP MANAGEMENT PROJECT. 9. Stakeholder Relations and Delivered Value: an Indissoluble Link. 10. Satisfying Stakeholder Requirements and Expectations: the Critical Success Factor. 11. Facing Successfully Different Levels of Project Complexity. 12. Targeting both Project and Business Value Generation by using KPIs. 13. Relationship Management Project: A Structured Path to Effectiveness. 14. New Stakeholder-Centered Trends: Project Management X.0.

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This book provides a clear, easy to digest overview of Quality Management Systems (QMS). Critically, it offers the reader an explanation of the International Standards Organisation’s (ISO) requirement that in future all new and existing Management Systems Standards will need to have Annex SL.

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Book SynopsisThe Business of People is purposefully focused on people. The book will assist you to develop and support yourself with your people leadership, knowledge, and skills. It is an opportunity to better manage yourself and lead others, including your organization, into the modern volatile, uncertain, complex, and ambiguous (VUCA) world. It is also a sequel to the top-selling book The Business of Portfolio Management: Boosting Organizational Value.Authors Madeleine Taylor and Iain Fraser combine to give you the very best in knowledge and experience in a variety of situations. This is a book that cuts through the nonsense and presents real-world solutions for situations facing leaders today and tomorrow.Shifting from managing people to leading people requires a pivot...Leadership matters because the future is at greater risk without it. Regardless of where you are in your leadership journey I am confident this new book from Madeleine and IainTable of ContentsEarly Reader ReviewsDedicationContentsList of FiguresList of Tables and ToolsForewordAcknowledgmentsAbout the AuthorsPrefaceSection One: Managing Yourself and Being the Best You Can Be Section Two: Leading Others One-on-One—Helping Others Be the Best They Can BeSection Three: Managing Groups—Working Together for Great OutcomesSection Four: Leading the Organization—Creating a Dynamic Organization Which Delivers Ongoing Value EpilogueAppendix: Poems to PonderGlossaryBibliography and ReferencesIndex

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Book SynopsisEmphasizing that it''s much easier and more cost effective to make changes in the planning phases of a project rather than later on, Project Management Tools and Techniques for Success provides an accessible introduction to project management fundamentals. Highlighting approaches for avoiding common pitfalls, it begins with an introduction to project management that compares and contrasts the stages of poor management with those of effective management. Because change is inherent in virtually all projects, the text outlines the human effects of change and suggests ways to mitigate these effects. It addresses team dynamics, sourcing alternatives, motivating the team, managing expectations, assessing risk, and defining and prioritizing project requirements. The book translates difficult concepts into practical applications with a case study that examines the merger of two companies, along with the subsequent development of a new corporaTable of ContentsIntroduction to Project Management. Defining Project Management. Project Management and Change. Being Prepared. Introduction to the Case Study. The Initiation/ Definition Phase. Getting Started – Choosing the Right People. Ensuring It’s the Right Project. Managing Expectations. Identifying and Avoiding Risks (The Initial Risk Assessment). Drafting the Preliminary Business Case. The Planning Phase, Part 1: Who’s Involved? The Critical Question: Who’s Leading the Project? Part 2: What, Where and When. Establishing the Roadmap. Project Specifications and Statements of Work. Completing the Plan. The Execution and Control Phase, Part I: More Planning. Ground Rules. The Change Management Process. The Communication Plan. The Execution and Control Phase, Part II: Making it Happen. Monitoring the Project. Quality and Control. Organizational Readiness. When Murphy’s Law Takes Effect: Possible Problems and Ways to Avoid Them. The Closeout Phase. The Final Steps. Appendices. List of Acronyms. The Project Charter. The Functional Process Map. The Failure Modes and Effects Analysis (FMEA). The Metric Reliability Assessment Spreadsheet. Suggested Reading.

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Book SynopsisFor many organizations, the way in which projects are managed is a fundamental factor in how well they can prosper in today's marketplace. Unfortunately, the current solutions available to companies for managing projects are proving to be increasingly ineffective in a complex world that is becoming more and more dynamic and unpredictable. Organization's pay for this complexity in delayed time-to-market, slow response to customer needs, and decreased productivity. While tweaking the current project management paradigm may provide some minimal gains, to have a real impact requires a fundamental change in mindset. New business models like Uber and AirBnB show us that the most efficient operations in today's business environment behave like complex adaptive systems (CAS) where self-managing participants, following a set of simple rules, organize themselves to solve incredibly complex problems. Instead of trying to function like a well-oiled machine where things work like cTrade Review"If you aren't following Jonathan's thinking today on how businesses and leaders should adapt and leverage modern technologies and paradigms to project management, get ready to eat the dust tomorrow of competitors who paid attention. Sapir has been consistently ahead of the game on handling the impact of emergent technologies in real-world business environments, and Thriving at the Edge of Chaos is more of the same, offering practical, insightful solutions to apparently intractable management problems in complex, fast-paced, resource-constrained environments."- Scott Wilson, Callisto Media"Jonathan has written one of the most coherent, deep, and ultimately useful books I’ve read in years. I wish I could mandate that my clients read it.Experienced project managers will benefit from Jonathan’s insights such as improving project flow and a dynamic way of tracking project health. Meanwhile, new project managers will find a wealth of real-world wisdom on subjects ranging from task estimates, resolving resource conflicts, and nudging project teams toward success.Both will find that Jonathan’s framework on Complex Adaptive Systems will reshape how they evaluate, plan, and manage every future project they lead. This book captures the simplicity on the other side of project complexity as well as any I’ve read."- Michael Clingan - Principal, The Claymore Group"This is a comprehensive, easily accessible text on the principles to employ to drive complex projects forward. I agree that that breakthrough performance comes from a different way of thinking about the problems in projects. If you want more of your projects completed in less time, these practical approaches will get you there." - Mark Woepel, President, Pinnacle Strategies, author of Visual Project Management: Simplifying Project Execution to Deliver On Time and On Budget"As a practitioner of applying adaptive systems theory to the improvement of business performance for the past 30 years, it has been my pleasure to work with Jonathan; a leader with intuitive insights into the engineering of emergent behavior within learning organizations. It is no longer sufficient to design business operations for performance. The pace of change increases steadily and change is the only constant. Organizations must be designed to evolve. Adaptivity occupies the sweet spot between stasis and chaos and successful companies must learn to surf within this dynamic zone. I am happy to have found such a capable ally in the mission to optimize performance from this holistic perspective". - Scott Perry, Principal Consultant, Eweye Designs"I’m an avid follower of Jonathan’s thoughts and body of work. Jonathan’s book Igniting the Phoenix: A New Vision for IT and interviews captured exactly what is now transpiring in terms of business transformation. I have quoted Jonathan on many, many occasions; his insights into understanding emerging key business issues both from the IT perspective and the line- of-business have been truly visionary." Rod Smith, VP Internet Emerging Technology, IBM"Jon is a wonderfully talented, exceptionally creative, and forward- thinking luminary that would be an asset to any technology team looking to add significant value to their organization and leap- frog their thinking. Jon has proven time and again that he can think things through, not only at a practical level, but also at a level of fore- thought that few venture." Ron Schmelzer, Principal Analyst, Cognilytica"Jonathan has a deep understanding of leading edge application development environments and a very practical sense of how best to apply technology for business gain. He is a visionary who has survived the technology wars with valuable experience and insight." David Shimberg, Strategic Advisor, iDeliver Technologies LLCTable of ContentsPreface. Acknowledgements. About the Author. Overview. Introduction. Part 1: Understanding Complexity. 1.The Current Paradigm. 2.The Paradigm Shifts. 3.Complex Adaptive Systems (CAS) Theory. 4.A Sense-making Framework for Project Management. 5.The DNA of Projects. Part 2: Project Management as a Complex Adaptive System. 6.Design.7.Estimates. 8.Scheduling. 9.Execution. 10.Resources. 11.Monitoring. 12.Optimization. 13.Implementation. 14.Benefits. Conclusion. Bibliography. Index.

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Book SynopsisThis book provides a powerful insight into strategic portfolio management and its central role in the delivery of organisational strategy, maximisation of value creation, and efficient allocation of resources and capabilities to achieve organisational strategic objectives. The book makes a valuable contribution to the development of thinking on the translation of strategy into actionable work. Whether you are a senior manager building a high-performing strategic portfolio for your organisation or an academic searching for new perspectives on strategy execution through portfolio management, you will find great significance in this book. Twenty-eight chapters in four sections provide multiple perspectives on the topic, with in-depth guidance on organisational design for strategic portfolio management and covering all process, capability, and leadership aspects of strategic portfolio management. The book includes several detailed case studies for the effective deployment of strategic portfolios, bringing together theory and practice for strategic portfolio management. This book is particularly valuable for advanced undergraduate and postgraduate students of project and portfolio management, strategic management, and leadership who are looking to expand their knowledge within the multi-project environment. Highly practical and logical in its structure, it also shows project management professionals how to effectively manage their business portfolios and align this with their business strategy.Trade Review"The authors of Strategic Portfolio Management have successfully integrated capabilities with complex adaptive systems, and the tools for flexing and adapting to the changing environment, to deliver strategic benefits and value for the organisation. It is a roadmap for transforming portfolio delivery in a networked and matrix world."Jo Stanford, ChPP FAPM, Head of Corporate Portfolio Office, Health Education England, UK"Strategic Portfolio Management addresses the important (but neglected) area of strategic portfolio management. Its stance combines practical insight and academic rigour and it will make an invaluable contribution to structuring and delivering strategic portfolios of projects."Naomi Brookes, PhD DIC FHEA, Professor of Complex Programme Management, WMG, University of Warwick, UK"Strategic Portfolio Management, all you should know about portfolios is in this book and more besides. This book is a comprehensive package of knowledge and assistance to anyone wishing to enhance the management of their business. It includes a good number of case studies embracing many business sectors."Graham Woodward, Ex Head of Project Management BAE Systems, CEng, FAPM, RPP, associate lecturer, University of Warwick, past deputy chairman APM and IPMA assessor, UKTable of ContentsForewordContributors PermissionsFigures and TablesPrefaceChapter 1 IntroductionKaty Angliss and Pete HarpumSECTION ONE: STRATEGIC PORTFOLIO MANAGEMENT IN CONTEXTSection One Introduction and Chapter QuestionsKaty AnglissChapter 2 Strategic Portfolio Management in ContextPete HarpumChapter 3 Organisational Strategy and Portfolio ManagementJayne RedfernChapter 4 Organisational Change and Portfolio Management Ranjit Sidhu and Pete HarpumChapter 5 Scenario Planning for Strategic PortfoliosCarol A. Long and Pete HarpumChapter 6 Delivering Strategic Value through the PortfolioPete Harpum and Carol A. LongChapter 7 Benefits Realisation Management as a Driver for Delivering Strategic ValueCarlos Serra and Pete HarpumChapter 8 Rethinking Portfolio SuccessDarren DalcherSECTION TWO: DEVELOPING AND MANAGING THE STRATEGIC PORTFOLIOSection Two Introduction and Chapter QuestionsKaty AnglissChapter 9 Portfolio Management IntegrationPete HarpumChapter 10 Environmental Factors and Portfolio Management CapabilitiesPete HarpumChapter 11 Portfolio Management Process DesignPete HarpumChapter 12 Strategic Portfolio SelectionPete HarpumSECTION THREE: PORTFOLIO MANAGEMENT CAPABILITIESSection Three Introduction and Chapter QuestionsKaty AnglissChapter 13 Asset and Resource ManagementCarol A. LongChapter 14 Business Integrated Portfolio GovernanceDavid Dunning and Katy AnglissChapter 15 The Strategic Portfolio Management OfficeAdam SkinnerChapter 16 Visualising Data for Portfolio Decision-makingCatherine KillenChapter 17 Portfolio Risk ManagementDavid HillsonChapter 18 Portfolio LeadershipStuart Forsyth and Carl GavinChapter 19 Managers' Roles in Strategic Portfolio ManagementMiia Martinsuo and Lauri VuorinenChapter 20 Enabling Adoption of Portfolio ManagementDonnie MacNicol and Adrian DooleyChapter 21 Supply Chain Integration and Portfolio ManagementAleksandar Nikolov and Pete HarpumChapter 22 Agile Portfolio ManagementSteve Messenger and Katy AnglissSECTION FOUR: STRATEGIC PORTFOLIO MANAGEMENT CASE STUDIESSection Four Introduction and Chapter QuestionsKaty AnglissChapter 23 Case Study - Engineering of Complex Systems with Portfolio ManagementDave YazdaniChapter 24 Case Study - Pharmaceutical Portfolio Decision ToolDave ReggiChapter 25 Case Study - Delivering a Multi-billion-pound PortfolioPaul TaylorChapter 26 Case Study - A Utilities and Construction PortfolioPaul TaylorChapter 27 Case Study - Portfolio Governance and LeadershipGeoff VincentChapter 28 Case Study - Portfolio Management Maturity Model DevelopmentPaul Clarke, Katy Angliss and Pete HarpumEnd NoteGlossaryIndex

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Book SynopsisAs featured on CNN, Forbes and Inc BookAuthority identifies and rates the best books in the world, based on recommendations by the world''s most successful business leaders and experts. Winning the spot of #19 out of 26 on the 2020 Bookauthority Best New Industrial Management Books of All Time. Winning the spot of #3 out of 8 on the 2021 Bookauthority Best New Industrial Management Books to Read in 2021. Winning the spot of #5 out of 11 on the 2021 Bookauthority Best New Product Design Books to Read in 2021. 2020 Taylor & Francis Award Winner for Outstanding Professional Book!Product Lifecycle Management (PLM): A Digital Journey Using Industrial Internet of Things (IIot) provides a summary of the essential topics of Product Lifecycle Management (PLM) and the Industrial Internet of Things (IIoT) in the era of IndustTable of Contents1. PLM Components. 2. PLM Ecosystem. 3. Evolution of IIoT. 4. Smart Product Development. 5. Convergence of PLM with IIoT. 6. Industry 4.0 Technologies That Enhance PLM. 7. PLM Using IIoT Use Case. Index.

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Book SynopsisInnovating Construction Law: Towards the Digital Age takes a speculative look at current and emerging technologies and examines how legal practice in the construction industry can best engage with the landscape they represent. The book builds the case for a legal approach based on transparency, traceability and collaboration in order to seize the opportunities presented by technologies such as smart contracts, blockchain, artificial intelligence, big data and building information modelling. The benefits these initiatives bring to the construction sector have the potential to provide economic, societal and environmental benefits as well as reducing the incidence of disputes.The author uses a mixture of black letter law and socio-legal commentary to facilitate the discourse around procurement, law and technology. The sections of the book cover the AS IS position, the TO BE future position as predicted and the STEPS INBETWEEN, which can enable a real change in the indusTable of ContentsSection 1: Background 1. Introduction Section 2: AS IS 2. Limitations of the Construction Industry’s Approach 3. Limitations in the Legal Approach Section 3: TO BE 4. The Smart Contract in Construction 5. Perceptions in the Construction Industry of Smart Contracts? 6. Smart Contracts and the Legal System Section 4: The Steps In-Between 7. New Collaborative Directions 8. Background Provisions 9. The Steps in-Between 10. Building Information Modelling (BIM) Section 5: Online Dispute Resolution and Smart Contracts 11. Online Dispute Resolution 12. Conclusions and Next Steps

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Book SynopsisEven leading organizations with sophisticated IT infrastructures and teams of lawyers can find themselves unprepared to deal with the range of issues that can arise in IT contracting. Written by two seasoned attorneys, A Guide to IT Contracting: Checklists, Tools, and Techniques distills the most critical business and legal lessons learned through the authors' decades of experience drafting and negotiating IT-related agreements.In a single volume, readers can quickly access information on virtually every type of technology agreement. Structured to focus on a particular type of IT agreement, each chapter includes a checklist of essential terms, a brief summary of what the agreement is intended to do, and a complete review of the legal and business issues that are addressed in that particular agreement. Providing non-legal professionals with the tools to address IT contracting issues, the book: Contains checklists to help readers organize key conceTable of ContentsChapter 1. Collecting Basic Deal InformationChapter 2. Software License AgreementsChapter 3. Nondisclosure AgreementsChapter 4. Professional Services AgreementsChapter 5. Statements of WorkChapter 6. Cloud Computing AgreementsChapter 7. Click-Wrap, Shrink-Wrap, and Web-Wrap AgreementsChapter 8. Maintenance and Support AgreementsChapter 9. Service Level AgreementsChapter 10. Idea Submission AgreementsChapter 11. Joint Marketing AgreementsChapter 12. Software Development Kit (SDK) AgreementsChapter 13. Key Issues and Guiding Principles for Negotiating aSoftware License or OEM AgreementChapter 14. Drafting OEM Agreements (When the Company is the OEM)Chapter 15. Original Equipment Manufacturer (OEM)AgreementsChapter 16. Health Insurance Portability and Accountability Act(HIPAA) ComplianceChapter 17. Reducing Security Risks in Information Technology ContractsChapter 18. Website Assessment AuditsChapter 19. Critical Considerations for Protecting IP in aSoftware Development EnvironmentChapter 20. Transactions Involving Financial Services Companies as the CustomerChapter 21. Source Code Escrow AgreementsChapter 22. Integrating Information Security into the Contracting Life CycleChapter 23. Distribution AgreementsChapter 24. Data AgreementsChapter 25. Website Development AgreementsChapter 26. Social Media PoliciesChapter 27. Critical Considerations for Records Management and Retention

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Book SynopsisThe Metric Handbook is the major handbook of planning and design data for architects and architecture students, with over 100,000 copies sold to successive generations of architects and designers. It remains the ideal starting point for any project and belongs in every design office.The seventh edition references the latest regulations and construction standards and includes new chapters on data centres and logistics facilities alongside basic design data for all the major building types. For each building type, the book gives the basic design requirements and all the principal dimensional data, and succinct guidance on how to use the information and what regulations the designer needs to be aware of.As well as buildings, the Metric Handbook deals with broader aspects of design such as materials, acoustics, and lighting, and general design data on human dimensions and space requirements. The Metric Handbook is the unique reference for solving everyday planning problems.Table of ContentsDESIGN BASICS: 1. Design information and dimensional coordination Revised by Simon Douch. Original text: Terry Nichols with David King, 2. People and space Revised by Professor Norman Wienand, 3. People and movement Revised by Professor Norman Wienand, 4. Inclusive and accessible design David Dropkin and Neil Smith, 5. Capital and whole life costs of buildings Chris Bicknell and David Holmes, ESSENTIALS: 6. Structure Revised by Andrew Peters, Arthur Lyons Original text: David Adler and Norman Seward, 7. Materials Arthur Lyons with AHR Architects, 8. Thermal environment Phil Jones, 9. Light Revised by Theo Paradise-Hirst Original text: Joe Lynes, 10. Sound Russell Macdonald and Chris Steel, 11. Fire Beryl Menzies, 12. Flood-resilient design Robert Barker and Richard Coutts, 13. Crime prevention design Nick Hughes Revised by Peter Wozniak, BUILDING TYPES: 14. Agricultural buildings John Weller, Rod Sheard, Frank Bradbeer and others, 15. Auditoria Revised by Mark Foley and Stefanie Fischer (cinemas). Original text: Ian Appleton; Stefanie Fischer (cinemas), 16. Civic buildings Revised by David Selby (town halls); Martin Sutcliffe and Neil Sansum (law courts), 17. Community centres Jim Tanner, 18. Data centres Simon Brimble, Emilia Dobrzynska, Naiane Esteve, Chris Neighbour, Daniel Silva, Miguel Vazquez Cid of Arup, 19. Emergency services Including Fire stations by Michael Bowman, 20. Hospitals Christiane Anders, Claudia Bloom, Vicky Braouzou. Duncan Finch, Mary Reid, Mariangela Zanini of Avanti Architects. Christopher Shaw of Medical Architecture (mental health), 21. Hotels Fred Lawson, 22. Houses and flats Revised by Kathy Watkins. Original text: John Chapman and Kathy Watkins, 23. Homes for older people Justin Bannister and Judith Brown, 24. Student housing and housing for young people Revised by Michael Ritchie. Original text: MJP Architects Ltd, 25. Laboratories Revised by Eugene Sayers Original text: Neville Surti and Catherine Nikolaou, 26. Libraries Brian Edwards with Ayub Khan, 27. Logistics facilities Marcus Madden-Smith, 28. Museums, art galleries and temporary exhibition spaces Geoffrey Mathews, 29. Offices Frank Duffy with Jack Pringle, Angela Mullarkey and Richard Finnemore, 30. Payment and counselling offices Richard Napier, 31. Places of worship Revised by Ian Brewerton (Non-conformist and Free Churches), Atba Al-Samarraie (mosques); Gurmeet Sian (gurdwara), Maurice Walton (Church of England buildings) Original text by David Adler, Ian Brewerton, Leslie Fairweather, Derek Kemp, Atba Al-Samarraie, 32. Primary health care Geoffrey Purves, 33. Restaurants and foodservice facilities Fred Lawson, 34. Retail shops and stores Lucy Dewick-Tew and Eddie Miles, 35. Schools Anthony Langan, 36. Security and counter-terrorism Mark Whyte and Chris Johnson, 37. Sports facilities: indoor and outdoor Philip Johnson and Tom Jones, 38. Streets and spaces for people and vehicles Revised by Ben Hamilton-Baillie (introduction, shared space and place-making), James Horne (vehicles, roads and road design) and Sustrans (cycling routes and parking), 39. Transport terminals and interchanges Airports revised by Andrew Perez with additional contributions by Richard Chapman. Railways revised by Declan McCafferty, 40. Tropical design Patricia Tutt, 41. Universities Revised by Rupert Goddard and Tony Poole, Appendix A – SI system, Appendix B – Conversion factors and tables, Index

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Book SynopsisThis book is quite simply about contract administration using the JCT contracts. The key features of the new and updated edition continue to be its brevity, readability and relevance to everyday practice. It provides a succinct guide written from the point of view of a construction practitioner, rather than a lawyer, to the traditional form of contract with bills of quantities SBC/Q2016, the design and build form DB2016 and the minor works form MWD2016. The book broadly follows the sequence of producing a building from the initial decision to build through to completion. Chapters cover: Procurement and tendering Payments, scheduling, progress and claims Contract termination and insolvency Indemnity and insurance Supply chain problems, defects and subcontracting issues Quality, dealing with disputes and adjudication How to administer contracts for BIM-compliant projects JCT contracts are administered by a variety of professionals including project managers, architects, engineers, quantity surveyors and construction managers. It is individuals in these groups, whether experienced practitioner or student, who will benefit most from this clear, concise and highly relevant book.Table of Contents1. Building procurement strategy 2. Building procurement procedures 3. Interim payments 4. Final accounts 5. Progress 6. Claims 7. Termination and insolvency 8. The supply chain and sub-contracting 9. Indemnity and insurance 10. Fluctuations 11. Maintaining quality 12. An introduction to dispute resolution in construction 13. The Construction Act: adjudication and payment 14. Building information modelling and the JCT contracts

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Book SynopsisAgile Portfolio Management deals with how an organization identifies, prioritizes, organizes, and manages different products. This is done in a streamlined way in order to optimize the development of value in a manner that's sustainable in the long run. It ensures that a company provides their clients with the best value for their investment. A good portfolio manager understands and follows the agile principles while also considering the various factors needed to successfully manage numerous teams and projects. The project management offices of many organizations are faced with the reality of more and more agile deliverables as part of agile transformations; however, they lack the knowledge to perform these tasks. Researchers and practitioners have a good understanding of project, program, and portfolio management from a plan-based perspective. They have common standards from Axelos, PMI, and others, so they know the best practices. The understanding of agileTable of ContentsChapter 1 – "Financial" Project Portfolio Management (PPM) Chapter 2 - The Reality of Agile@Scale Chapter 3 – Agile Portfolio Management (APM) Chapter 4 – Agile Portfolio Management Frameworks Chapter 5 – Project Portfolio Management versus Agile Portfolio Management Chapter 6 – Hybrid Portfolio Management Chapter 7 - Implementing Agile Portfolio Management Chapter 8 – Tailoring Agile Portfolio Management Chapter 9 - Case studies on Agile Portfolio Management Chapter 10 - Reference list Chapter 10 - Glossary of terms and Acronyms

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Book SynopsisDrawing on innovations in the business of journalism, this book offers a comprehensive guide to using the human-centred design methods of product management to serve readers and bolster digital success in news organizations.An Introduction to News Product Management sets out how product thinking should be used in news organizations and practiced in accordance with journalistic ethics and customs. Beginning by looking at the history and theory behind the profession, this book builds a foundational understanding of what product management is and why news is a unique product. In the second unit, the author discusses how the human-centred design philosophy of product management aligns with the mission and ethics of journalism, and how that influences the view of audiences and frames strategies. The third unit of the book focuses on the daily use of product management in news organizations, providing students with a guide to its use in researching, prioritizing, and buildinTable of ContentsAcknowledgementsIntroductionWhat Is Product Management?1. The News Product Manager2. A Brief History of Product Management3. Theories of Product Management4. Theories of InnovationProduct Management in News5. The Business of Content6. Managing News Innovation7. The Mission of News ProductMaking News Products8. Product Is Research9. Product Is Prioritization10. Product Is Building11. Product Is LearningGlossaryIndex

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Book SynopsisConciliation of Construction Industry Disputes describes Conciliation as it has evolved and been practised in Ireland for the past 25 years and provides readers with practical guidance on this Alternative Dispute Resolution (ADR) method. Conciliation combines advantages of both mediation and adjudication and has been very widely practiced in Ireland over the last 25 years. It is low cost, quick and has been hugely successful. It continues to be the most used and preferred method of resolution of disputes in Irish construction contracts despite the introduction of statutory adjudication. The book includes a comparison of the various methods of ADR and will assess how Conciliation fits into them, noting the pros and cons of each. Conciliation is described in detail and the reasons for its success are analysed.This book provides comprehensive guidance on how conciliation should be conducted to maximise its chance of being successful. Drawing on his wide experience of resoTable of Contents1. The Construction Industry and its disputes. 2. Third party involvement in the resolution of construction contract disputes. 3. Resolutions imposed by a third party. 4. Consensual resolution of disputes. 5. Conciliation of Construction Contract Disputes in Ireland. 6. The use of other Alternative Dispute Resolution Methods in the Irish Construction Industry. 7. The role of the Conciliator’s Recommendation in Irish conciliation.. 8. Choosing and appointing the conciliator. 9. The Initial Meeting. 10. Conducting the conciliation. 11. The Conciliator's Recommendation. 12. Multi-Party Disputes. 13. Conciliation and the Law. 14. Summary and Conclusions.

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Book SynopsisSince A Guide to IT Contracting: Checklists, Tools, and Techniques first published, several alarming trends have developed in the technology contracting industry. These trends include: The Dawn of the As-Is Technology Product The Ever-Changing Product Where in the World Is My Data? To meet these challenges, the Second Edition helps business managers and lawyers explore alternate solutions from other vendors, conduct simultaneous negotiations with other vendors, and, generally, ensure prospective vendors understand they can lose the deal if they refuse to act reasonably.Distilling the most critical business and legal lessons learned through the author's decades of legal experience drafting and negotiating IT-related agreements, this single volume lets readers quickly access information on virtually every type of technology agreement. Structured to focus on a particular type of IT agreement,Table of ContentsChapter 1. Collecting Basic Deal InformationChapter 2. Software License AgreementsChapter 3. Nondisclosure AgreementsChapter 4. Professional Services AgreementsChapter 5. Statements of WorkChapter 6. Cloud Computing AgreementsChapter 7. Click-Wrap, Shrink-Wrap, and Web-Wrap AgreementsChapter 8. Maintenance and Support AgreementsChapter 9. Service Level AgreementsChapter 10. Idea Submission AgreementsChapter 11. Joint Marketing AgreementsChapter 12. Software Development Kit (SDK) AgreementsChapter 13. Key Issues and Guiding Principles for Negotiating aSoftware License or OEM AgreementChapter 14. Drafting OEM Agreements (When the Company is the OEM)Chapter 15. Original Equipment Manufacturer (OEM)AgreementsChapter 16. Health Insurance Portability and Accountability Act(HIPAA) ComplianceChapter 17. Reducing Security Risks in Information Technology ContractsChapter 18. Website Assessment AuditsChapter 19. Critical Considerations for Protecting IP in aSoftware Development EnvironmentChapter 20. Transactions Involving Financial Services Companies as the CustomerChapter 21. Source Code Escrow AgreementsChapter 22. Integrating Information Security into the Contracting Life CycleChapter 23. Distribution AgreementsChapter 24. Data AgreementsChapter 25. Website Development AgreementsChapter 26. Social Media PoliciesChapter 27. Critical Considerations for Records Management and Retention

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Book SynopsisCreating a Culture of Predictable Outcomes demonstrates the importance of creating cultures in the design and construction industries grounded in sophisticated-caring leadership, high-performing collaborative teams, and master-level decision-making discipline, informed by values, to finally address massive inefficiencies, waste, and unpredictability. Barbara White Bryson offers specific guidance to industry stakeholders to succeed in achieving project-related predictable outcomes by focusing on culture rather than process. This includes selecting the right team members by hiring and firing bravely, valuing psychological safety, leading with values, practicing respect and transparency, fostering empowerment to make decisions at the right level at the right time, and more.This book is a must-read for design and construction professionals who want to finally understand how to set goals and meet those goals for their clients as well as for their teams. Trade ReviewIn her straightforward manner, Barbara White Bryson speaks directly to the fundamental misses inhibiting the built environment industry from firing on all cylinders. A blend of in-depth domain knowledge and relatable storytelling, Creating a Culture of Predictable Outcomes will stand as foundational to the professions for years to come. - David G. Gilmore, President & CEO, DesignIntelligenceWorking with Barbara on the Rice Bioscience Research Collaborative was one of the best project experiences our team at SOM has had. Her real-world experiences, including senior academic and strategic leadership, as well as being an architect with an MBA and Doctorate in Higher Education, make Barbara uniquely adept at describing comprehensive and highly effective strategies with analogous references that are clear, engaging and memorable. - Carrie Byles, FAIA, LEED BD+C, Partner SOM"Predictability is power." There are no truer words spoken than this premise from Barbara White Bryson’s illuminating and strategic book, particularly in a time of chaos and mismanagement. Barbara’s book is an imminently useful read for firm leaders at any phase in their careers. Universally, business, design and engineering schools will use this book to demonstrate predictability as the active decision-making model we need. - James Timberlake, FAIA, Architect/Partner, Kieran Timberlake, PhiladelphiaCreating a Culture of Predictable Outcomes packs a powerful message while forging a new path for the industry, one that is more nimble, adaptable and resilient. Bryson’s list outlining twenty disruptions that will impact our future is alone worth the price of the book. As we’ve all witnessed, unexpected things happen – this book is here just in time to help! - Randy Deutsch, Author of Superusers (Routledge, 2019)Table of Contents1. Predictability is Power 2. Sophisticated Caring Leadership 3. High-Performing Collaborative Teams 4. Master-Level Decision-Making 5. Aligning Values to Goals 6. Embracing Risk and Contracts 7. Research 8. Twenty Freight Trains of Disruption 9. Unpredictable

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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

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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

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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.

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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

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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

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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

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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.

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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.

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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.

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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

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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.

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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.

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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

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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.

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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.

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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

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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.

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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

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