'International Project Management' provides specific guidelines for achieving greater project success. It is the result of 15 years of work on international projects by the authors across various project areas and industries. The authors address a need for modern techniques in project management geared and suited to international projects. They offer lessons learned from failures and problems in international projects, and suggest alternative solutions for project issues. Industry examples include manufacturing, distribution, communications, media, transportation, government, IT, marketing, energy, medical care, tourism, and others in forty countries across five continents. The purpose of this book is to answer: * What is an international project and why is it different? * What are the critical success factors for managing international projects? * How are vendors and outsourcing managed across national boundaries? * How do businesses effectively address cross- cultural, social, and political issues? * How are international communications set up and coordinated? * What should a manager look for in an international project leader? * How does a business select the right vendors for an international project? * How are inadequate or incompatible infrastructure and technology issues overcome? * How are the legal and bureaucratic limitations on project management dealt with?

Research and Development is the vehicle by which organizations and economies create opportunity, innovation and secure a stream of future products and services.These outcomes are all critically important sources of sustainability in a world that is changing faster than most companies can keep up.The challenge behind them is the fundamental unpredictability of R which is why effective project management is so important. Ron Basu's Managing Projects in Research and Development explains how and why project management can provide a means of helping to plan, organise and control multi-disciplinary research activities without stifling innovation. Combining research with practical examples and experience from a career that has included blue chip organizations such as GSK, GlaxoWellcome and Unilever, Ron Basu offers a rigorous guide to the fundamentals of R&D project management including project lifecycle management, risk management, cost, time quality and other success measures as well as the keys to operational excellence in this complicated world.

The integration of technological innovations, such as In-Memory Analytics, Cloud Computing, Mobile Connectivity, and Social Media, with business practice can enable significant competitive advantage. In order to embrace recent challenges and changes in the governance of IT strategies, SAP and its think tank - the Business Transformation Academy (BTA) - have jointly developed the Digital Capability Framework (DCF). Digital Enterprise Transformation: A Business-Driven Approach to Leveraging Innovative IT by Axel Uhl and Lars Alexander Gollenia outlines the DCF which comprises six specific capabilities: Innovation Management, Transformation Management, IT Excellence, Customer Centricity, Effective Knowledge Worker, and Operational Excellence. In cooperation with the University of Applied Sciences and Arts Northwestern Switzerland, University of St. Gallen (Switzerland), Queensland University of Technology (Australia), University of Liechtenstein (Principality of Liechtenstein), and Karlsruhe Institute of Technology (Germany), SAP and the BTA have been validating each capability and the corresponding maturity models based on analyzing several 'lighthouse' case studies comprising: SAMSUNG, IBM, Finanz Informatik, The Walt Disney Company, Google Inc., HILTI AG. Digital Enterprise Transformation presents how these companies take advantage of innovative IT and how they develop their digital capabilities. On top the authors also develop and present a range of novel yet hands-on Digital Use Cases for a number of different industries which have emerged from innovative technological trends such as: Big Data, Cloud Computing, 3D Printing and Internet of Things.

Despite two decades of investment in project management as many as 80 per cent of business change and IT projects continue to rack up cost overruns and fail to deliver their expected benefits. Business people who must have more certainty in their project investments will find this book refreshing. It contains commonsense but groundbreaking techniques that deal with just this challenge. The authors, far from rejecting current methods, take an imaginative approach to encapsulating established best practices such as PRINCE2 (TM) within a framework of new thinking, innovative techniques and hard-nosed portfolio management. This book shows how project sponsors can radically improve the certainty of getting the benefits that they want and accelerate their projects to get them sooner rather than later (or never). Finance and portfolio managers will find techniques that provide them with the means for drilling down and tracking not only the costs, but also the cash values of project benefits, both tangible and intangible. Business people and project managers will find ideas here that enable them to create and control change in communities of stakeholders; which is the ultimate aim of the organizations that are investing time, resources and money in projects of this kind. Accelerating Business and IT Change is essential reading for anyone seeking to define the nature and value of what they expect from their projects, set realistic implementation schedules and then ensure that all the intended benefits are realized. Important: The CD version of this product requires a Java Run Time environment. If you are planning to use the CD in your office please check with your IT Department to make sure you will be able to use it.

Managing a software development project is a complex process. There are lots of deliverables to produce, standards and procedures to observe, plans and budgets to meet, and different people to manage. Project management doesn't just start and end with designing and building the system. Once you've specified, designed and built (or bought) the system it still needs to be properly tested, documented and settled into the live environment. This can seem like a maze to the inexperienced project manager, or even to the experienced project manager unused to a particular environment.A Hacker's Guide to Project Management acts as a guide through this maze. It's aimed specifically at those managing a project or leading a team for the first time, but it will also help more experienced managers who are either new to software development, or dealing with a new part of the software life-cycle. This book:describes the process of software development, how projects can fail and how to avoid those failuresoutlines the key skills of a good project manager, and provides practical advice on how to gain and deploy those skillstakes the reader step-by-step through the main stages of the project, explaining what must be done, and what must be avoided at each stagesuggests what to do if things start to go wrong!The book will also be useful to designers and architects, describing important design techniques, and discussing the important discipline of Software Architecture.This new edition:has been fully revised and updated to reflect current best practices in software developmentincludes a range of different life-cycle models and new design techniquesnow uses the Unified Modelling Language throughout

Project Management introduces business and management students to project-based working as a means to tackle projects successfully in a unique and accessible way. Not only in business circles, but also in the field of education, increasingly more activities are performed using a project-based approach. Consider, for example, comprehensive study assignments, internal projects and projects during work placements and the final stages of a degree. This book's line of approach is practice-oriented. Based on assignments, groups of two to three students work on a project plan and an executive summary. Students can also opt for a 'real' assignment for a company or for one of the cases of the accompanying website. Added to this fifth edition are examples and illustrations, new sections about various subjects and a chapter about the flexible project approach Scrum.

Developing and Leading Emergence Teams describes a future business landscape that seems to be complicated, complex and chaotic, in almost equal measures. The variety and diversity of the environments within which large organizations will be seeking to operate, require a similar variety of systems, process and structures if they are to respond successfully to emerging opportunities. The established models of teamworking (matrix, cross-functional or transdisciplinary) can all adapt to this new environment but will only do so if the culture, leadership and management style of the business enables this. The authors describe a model of emergence teams; high-trust teams that exhibit exceptional affinity for knowledge sharing, sense making, and consensus building. They then explore the specifics of leading such a team, how the team leader should: design the team; interact and facilitate the team's development; understand the personal nature of each of the team members and the overall emotional regime that will affect trust, commitment and motivation. Peter Smith and Tom Cockburn draw on research and detailed case examples to provide techniques your organization can adopt in order to build and support the various teams capable of addressing complexity.

Sometimes unanticipated threats or opportunities create a situation in which work is required unexpectedly. On these occasions, such urgent and unexpected work demands an instant start, in contrast to the often lengthy processes of investigation, evaluation, development, selection and planning normal in businesses and public services before the start of a project. Managing the Urgent and Unexpected explores what is different managerially if work is unexpected, its implementation is urgent and an immediate start it is required. The authors draw on twelve cases ranging from the launch of the Freeview television system in the United Kingdom to the sifting and removal of the New York World Trade Center pile of debris following the 9/11 terrorist attack. They summarise how the response to each of these events was managed, demonstrate that opportunities may sometimes be created in the face of adversity and suggest how normal organizations can prepare to manage abnormal demands. Urgent and unexpected projects have to be rare in business or government to be economically and socially tolerable. And yet organizations can and should be prepared for the unexpected. The lessons offered here will help private and public organizations plan how to authorize and support future urgent work to take advantage of immediate new business opportunities or to protect or restore systems and services.

Market Management and Business Development in Projects is a guide to the theory of marketing and selling projects in business, a process termed business development. Successfully marketing and selling a project to investors is so crucial an element of project management that it dictates whether the project is funded, and as a result, whether it can go ahead. But marketing and promotion are often not part of the competent project manager's skills set. Moreover, most books available are limited to the selling of construction projects, leading to potential blind spots in this area for students, specialists and practitioners which have potential to threaten the success of real-life projects on the ground. This book is the first of its kind to provide a set of key principles and guidelines to marketing all types of projects to all types of customers, both B2B and B2C, setting out a range of theoretical developments and applying them throughout to practical scenarios and cases to link theory to practice. Smyth structures his guide around three stages in the process of marketing a project: corporate management, business development and project execution.This provides guidance through every stage of a project, from its inception all the way through to its launch to market. This book is valuable reading for all students and specialists in project management, as well as project managers in business, management, the built environment, or indeed any industry.

Market Management and Business Development in Projects is a guide to the theory of marketing and selling projects in business, a process termed business development. Successfully marketing and selling a project to investors is so crucial an element of project management that it dictates whether the project is funded, and as a result, whether it can go ahead. But marketing and promotion are often not part of the competent project manager's skills set. Moreover, most books available are limited to the selling of construction projects, leading to potential blind spots in this area for students, specialists and practitioners which have potential to threaten the success of real-life projects on the ground. This book is the first of its kind to provide a set of key principles and guidelines to marketing all types of projects to all types of customers, both B2B and B2C, setting out a range of theoretical developments and applying them throughout to practical scenarios and cases to link theory to practice. Smyth structures his guide around three stages in the process of marketing a project: corporate management, business development and project execution.This provides guidance through every stage of a project, from its inception all the way through to its launch to market. This book is valuable reading for all students and specialists in project management, as well as project managers in business, management, the built environment, or indeed any industry.

Every project is an investment; however, traditional project management methodologies do not support assessment of the business value that enables senior management to maximize decision making. The next evolution in project management, therefore, will be to manage projects as investments. Managing Projects as Investments: Earned Value to Business Value provides tools and metrics to enable planning, measuring, evaluating, and optimizing projects. This book shifts the paradigm. It builds on traditional scope-cost-schedule tools, adding a critical new focus on the expected value of projects and programs. The enhancements in processes and metrics allow senior management and PMOs to guide the entire organization on the basis of business benefits, and to ensure that decisions ranging from project selection to resource assignment facilitate those goals. The author shows how framing projects as investments enables significant improvement in project performance. He provides metrics that allow you and your team to track and maximize performance based on ROI. Demonstrating the importance of recognizing an enabler project in a program, and why its value and cost of time are so great, the book provides the tools to determine right-sized staffing levels for project-driven organizations. It includes a comprehensive but easy-to-understand explanation of both basic and advanced earned value metrics, their shortcomings, and how they can be improved and shows you how to optimize contract terms on projects in a way that can avoid misaligned customer/contractor goals.

The book is unique within the competition as readers will gain an understanding of how to build effectiveness, rather than just efficiency, into their thinking and into the culture of their organisations. The book applies to an international audience in the public sector and also across sectors. Written by two leading authorities and practitioners of public management performance measurement.

* Global examples are used throughout from companies such as Wal-Mart, Dell, Unilever, DHL, Maersk, Amazon, Zara, Cisco Systems, 3M and BASF to ensure the book is truly global in its applicability. * Provides a more comprehensive and practical approach than competing texts, considering broader Supply Chain processes and how they can ensure competitive advantage and sustainability. * Features textbook pedagogy to aid learning throughout, including worked examples explaining different analytics techniques, international case studies, review questions and supplementary online resources.

For some organizations, Lessons Learned (LL) is an informal process of discussing and recording project experiences during the closure phase. For others, LL is a formal process that occurs at the end of each phase of a project. Regardless of when they are performed, if you are a project team member, chances are you will soon be required to present an evaluation of your project using Lessons Learned. Presenting new information that updates the award-winning first edition, The Basics of Project Evaluation and Lessons Learned, Second Edition supplies practical guidance on conducting project Lessons Learned. The first edition won the Project Management Institute's (PMI (R)) David I. Cleland Project Management Literature Award. Following in the footsteps of its popular predecessor, this second edition provides an easy-to-follow, systematic approach to conducting Lessons Learned on a project. Updated to align with the PMBOK (R) Guide, Fifth Edition Includes three new chapters-PRINCE2 (R), Agile Retrospectives, and Knowledge Transfer- in response to information requests from readers of the first edition from around the world Enhanced with valuable new resources in the Project Evaluation Resource Kit (PERK) found on the downloadable resources, including a fully functional MS Access Lessons Learned Database The research in this book is based on four years of doctoral dissertation research and is supported by renowned experts in the field of evaluation. The concepts covered are applicable to all types of organizations that implement projects and need to conduct Lessons Learned. Providing tools and techniques for active engagement, the text is founded on the principles of conducting project evaluations as recommended by the Project Management Institute (PMI), the world's leading not-for-profit membership association for the project management profession, and PRINCE2 (R) (Project in Controlled Environments version 2), a major governing body of project management. Simplifying and formalizing the methodology of conducting LL in projects, the contents of this book will help organizations, large and small, more effectively implement processes and systems to support effective LL. The text is supported by a Project Evaluation Resource Kit (PERK), which is found in the downloadable resources.

Throughout the world, the use of some kind of a formal transportation project evaluation procedure is a requirement. Yet, by and large, these are partial; in fact, much weight is often placed on the initial -pre-engineering -phases of the planning process, when vital information, such as accurate costs and demand projections, is largely missing. Moreover, many of these procedures neglect to consider key issues such as project's risks, capital costs financing, latent demand, market imperfections, labor force availability and various incompatibilities between trip rates, travel times and activity location. As a result, projects, which are judged as viable under such deficient evaluation schemes, may have had a significantly different projection of capital costs and demand should a well-founded, thorough, and efficient evaluation process be used. Against this background, this book's main objective is to construct a comprehensive and methodical economic, planning and decision-making framework for the evaluation of proposed transportation infrastructure investment projects. Such a framework is founded on four key principles. It is based on well-established economic, transportation and policy-analysis theoretical principles; it is comprehensive enough to encompass all relevant evaluation issues; it is applicable to a wide range of transportation investment projects; and it is amenable to empirical application including a sensitivity analysis and alternative scenarios regarding urban, regional and national developments.

Organisations continue to struggle with their strategies; even when they have a strategy development process, their plans rarely have the impact that was intended. Too many of their people don't know about the strategy, don't understand it or can't translate it into what it means for their role. Validating Strategies addresses the taxonomy, syntax and semantics of strategies; in other words: what does the strategy say, how does it relate to other plans, what are the causalities between the strategy and successful business outcomes and how should this all be expressed in a language that everyone in the organization can understand. The model at the heart of this book - Organisations run Projects that produce Results and enable people to Use them to create Benefits (PRUB) - offers an intuitive approach that links collaborative strategic planning and validation to project and programme management so as to create, validate and implement strategies. The strategy development and validation model offered by Phil Driver addresses the struggle of organisations to realise their strategy, replacing endless projects that don't quite seem to deliver what the organization needs with an easy-to-understand, implementable methodology that can be validated with evidence.

First published in 1973, this title examines the development patterns of small businesses. It considers why people found firms; the factors that contribute to entrepreneurial success; problems of management succession and inheritance; the strengths and weaknesses of family firms; the reasons why small firms are taken over; and the social, economic and managerial context of their growth, decline, and revival. Based on a survey of sixty-four firms, each employing fewer than five hundred people, in engineering, hosiery, and knitwear, and on the records of 370 similar organisations, a striking gap in performance and management attitudes emerges as between dynamic, mostly founder-run firms and stagnant, mostly inherited ones. Where many books are either minutely specialised or highly abstract and over-generalised, Jonathan Boswell's work is practical and diagnostic, probing the inner recesses of the small firm sector. With particular relevance to the difficulties faced by entrepreneurs in today's economic environment, this title advances selective measures to deal with old firms and inheritance, and a wide range of policies to encourage new entrepreneurship.

Construction Cost Estimating equips a new generation of students and early-career professionals with the skills they need to bid successfully on projects. From developing bid strategies to submitting a completed bid, this innovative textbook introduces the fundamentals of construction estimating through a real-life case study that unfolds across its 24 chapters. Exercises at the end of each chapter offer hands-on practice with core concepts such as quantity take-offs, pricing, and estimating for subcontractor work. Online resources provide instant access to examples of authentic construction documents, including complete, detailed direct work estimates, subcontractor work estimates, general conditions estimates, markups, and summary schedules. Through its unique mix of real-world examples and classroom-tested insights, Construction Cost Estimating ensures that readers are familiar with the entire estimating process even before setting foot on the jobsite.

In Manifesto for an Independent Revolutionary Art Andre Breton and Diego Rivera, under the effects of German fascism and Russian Stalinism in society, argued that art can only impact society and be revolutionary if it becomes independent of any social constructs. Almost six decades later, in the rise of what became known as "relational aesthetics", the field of multidisciplinarity is expanding and many artistic projects for social change claim to be multidisciplinarity. However, such projects show that we are still far from a broad discourse of multidisciplinarity. Multidisciplinarity takes a step towards a down-to-earth discussion of the relation between disciplinary discourses and grand narratives in three different projects, focusing mainly on its artistic, cultural and management aspects. Indeed, drawing from the eclectic construction of these three multidisciplinary projects, this volume serves to bridge the gap between the theoretical debates of disciplinary discourses and the harshness of everyday life in communities where projects for social change are being implemented. Presenting a panoptical view that places academic research side by side with daily life, Multidisciplinarity unveils the bigger picture of both projects and interdisciplinary discourses. This insightful volume will appeal to students and researchers interested in fields such as Project Management, Multidisciplinarity, Culture Studies and Organisational Studies.

This book explores the design, communication and implementation of social change programmes aimed at solving various social problems, from reducing health-risk behaviour to 'green' consumption or financial literacy. Examining the application of social practice theory as a way of understanding social change, From Intervention to Social Change connects theoretical reflections with empirical research, sample cases and exercises, emphasising the importance of communication and community engagement in the initiation and implementation of social change programmes designed to address social problems and improve quality of life. Adopting a 'communication for social change' approach and presenting illustrative studies drawn from 'developed' and rapidly transforming countries, this handbook will appeal to project managers and communication professionals in the public and private sectors, as well as scholars of sociology, anthropology and development studies with interests in social problems and social change.

The ability of organisations to cyberconnect is becoming increasingly important for superior performance. Cyberconnecting: The Three Lenses of Diversity by Dr Priya E. Abraham explains how to establish connections across technological, cultural and social boundaries, mirrored in organisations succeeding in today's hybrid business world. Some companies create and innovate technology; others use and adopt it; but in the cyberage, both must closely interconnect tech with human behaviour. Face-to-face and cyber-interactions are at the heart of effective work-based relationships, which in turn increase organisational performance. To build these effective business relations, organisations must foster the discovery muscle - curiosity combined with skills - in individuals. Priya E. Abraham shows how seemingly opposing domains (technology, business anthropology and diversity) best leverage interactions for the benefit of organisation development, using findings from practitioner-focused research conducted when leading complex cross-boundary projects in the telecommunications and mobile learning industries. Tools from business anthropology help uncover people's diverse needs and expectations in a cyberconnected world. Identity portfolios need reflection in development solutions of face-to-face and mobile applications. Solutions uncovered by qualitative research methods help close the gap between human behaviour and tech to engage internal and external stakeholders. The book presents a much-needed strategic framework required for cyberconnecting: 'The Three Lenses of Diversity', designed to organise thinking in the navigation of technological, cultural, and social boundaries.

A strategic requirement is something an organisation sets out to achieve; it could be the long-term vision the organisation sets itself, the key business condition for a specific project to be a success or a business strategy to achieve a goal. A set of strategic requirements defines the goals, strategies and tactics that organisations need to put in place to give them direction and impetus. Business analysts and consultants have to understand strategic requirements to know where projects can deliver business benefits and where not. The ability of the analyst to interview, gather, analyse, model and present strategic requirements is key to success. The primary tool consultants and business analysts use for communication is talking; but, if you cannot present all that incredible information back to your client effectively, it is hard for them and you to get to grips quickly enough with what is going on. Being able to present a model is really powerful because it provides a visual format and structure on one page to reason about those strategic requirements. Dr Karl A. Cox offers a process, guidelines and ideas - that have been tried and tested in practice - for conducting interviews and shows you how to rapidly turn interview findings into strategic requirements models all on one page, to present to your clients, customers, team and / or supervisors.

Organisations increasingly look to project management to deal with short timeframes, tight budgets, changing requirements and risk management in everyday operations, as well as for major strategic projects. Project management knowledge and skills are now essential for professionals just about everywhere, from teachers, social workers and lawyers, to engineers, builders and accountants. Stephen Hartley's Project Management is based on the recognised global standard for project management, the Project Management Body of Knowledge (PMBOK Guide), and it incorporates aspects of Agile, PRINCE2, Lean and other popular methodologies. It offers a thorough overview of the principles of project management, combined with tools and guidelines to manage projects of all sizes, from inception to evaluation. Written in an accessible and engaging style, Stephen Hartley's widely used text has been fully revised and updated. It focuses on shared responsibility, transparent documentation, reporting achievement over activity, and continuous improvement. It is illustrated with examples and case studies, and accompanied by a suite of downloadable templates and tools.

Your ultimate go-to project management bible Perform Be Agile! Time-crunch! Right now, the business world has never moved so fast and project managers have never been so much in demand--the Project Management Institute has estimated that industries will need at least 87 million employees with the full spectrum of PM skills by 2027. To help you meet those needs and expectations in time, Project Management All-in-One For Dummies provides with all the hands-on information and advice you need to take your organizational, planning, and execution skills to new heights. Packed with on-point PM wisdom, these 7 mini-books--including the bestselling Project Management and Agile Project Management For Dummies--help you and your team hit maximum productivity by razor-honing your skills in sizing, organizing, and scheduling projects for ultimate effectiveness. You'll also find everything you need to overdeliver in a good way when choosing the right tech and software, assessing risk, and dodging the pitfalls that can snarl up even the best-laid plans. Apply formats and formulas and checklists Manage Continuous Process Improvement Resolve conflict in teams and hierarchies Rescue distressed projects

Colin Dobie systematically maps the four phases in the project lifecycle: initiation, planning, implementation and finalisation. He outlines the processes and techniques of the nine functions of project management, and how they are applied during the project lifecycle. He also explains what a project manager is expected to deliver, and the roles of team leaders and team members. Drawing on international standards and bodies of knowledge, as well as Colin Dobie's extensive industry and training experience in several countries, A Handbook of Project Management is an indispensable guide for anyone who wants to develop their skills in project management. It is extensively illustrated with examples, templates, exercises and checklists, making it valuable resource for experienced project managers. Whether you are creating a new product or building a power station, you need to know how to manage the myriad elements in a project to ensure it is completed on time, on budget and to a high standard. A Handbook of Project Management is a practical and comprehensive guide for project managers working on small and large projects in any field.