Easy to read introduction to a complex area in construction management The only book on the market pitched at this level, others are more advanced Case studies, discussion questions and chapter summaries

Large projects are defining moments for companies and countries. When large projects succeed, they can dramatically improve the social and economic conditions in a region. This book focuses on major aspects of the world's largest infrastructural, industrial and public service projects through the lens of structuring, valuing, managing risk and financing projects. The book analyses and discuss large projects in government, private and public and private partnership. The author sheds light into the attributes of project finance which have unique structural elements. The book focuses on case studies related to 50 mega projects which includes infrastructural projects, energy related projects, industrial projects, roads, ports and bridges among others. This book covers both the theoretical aspects of financing of mega projects and the practical applications by including case studies of the world's largest projects in terms of value.

Turbulence is not new to the business world. In fact, turbulence is increasing, and managers are seeing teams spinning their wheels. Management systems are in a state of crisis and operations are more complex. The old top-down operations mode no longer suffices. Today's businesses demand speed and increased accuracy, forcing everyone to re-evaluate chains of command and tear down the walls between functions. Amid the responsibilities of traditional management lies problem solving. The push is toward moving decision-making authority down the ladder to all levels. Managers are no longer equipped to or capable of making the number and variety of necessary decisions in a vacuum. The current mode is to have employees deal directly with workplace issues and take corrective action without complaint and without management involvement. Coping with this reality and preparation for these improvements in workplace problem solving requires interest and motivation. Strategic Decision Making for Successful Planning can facilitate this by demystifying and simplifying the process. The book bridges philosophy and theory and puts together a practical integration of all the tools necessary to get results from your investment of time, energy, and money. What is unique about this book is while it's based on a strong academic foundation, it does not get bogged down in the human-planning or psychological process of solving problems. It doesn't provide "pie-in-the-sky" creative solutions or a five-year process for solving problems and planning for the future. Numerous techniques and tools are included to make the book the right balance between practical and academic. The book also includes an extensive case study to illustrate points made in the text.

Turbulence is not new to the business world. In fact, turbulence is increasing, and managers are seeing teams spinning their wheels. Management systems are in a state of crisis and operations are more complex. The old top-down operations mode no longer suffices. Today's businesses demand speed and increased accuracy, forcing everyone to re-evaluate chains of command and tear down the walls between functions. Amid the responsibilities of traditional management lies problem solving. The push is toward moving decision-making authority down the ladder to all levels. Managers are no longer equipped to or capable of making the number and variety of necessary decisions in a vacuum. The current mode is to have employees deal directly with workplace issues and take corrective action without complaint and without management involvement. Coping with this reality and preparation for these improvements in workplace problem solving requires interest and motivation. Strategic Decision Making for Successful Planning can facilitate this by demystifying and simplifying the process. The book bridges philosophy and theory and puts together a practical integration of all the tools necessary to get results from your investment of time, energy, and money. What is unique about this book is while it's based on a strong academic foundation, it does not get bogged down in the human-planning or psychological process of solving problems. It doesn't provide "pie-in-the-sky" creative solutions or a five-year process for solving problems and planning for the future. Numerous techniques and tools are included to make the book the right balance between practical and academic. The book also includes an extensive case study to illustrate points made in the text.

Integrating Business Management Processes: Management and Core Processes (978-0-367-48549-8, 365816) Shelving Guide: Business & Management The backbone of any organisation is its management system. It must reflect the needs of the organisation and the requirements of its customers. Compliance with legal requirements and ethical environmental practices contributes towards the sustainability of the management system. Whatever the state of maturity of the management, this book, one of three, provides useful guidance to design, implement, maintain and improve its effectiveness. This volume, with its series of examples and procedures, shows how organizations can benefit from satisfying customer requirements and the requirements of ISO standards to gain entry into lucrative markets. It provides a comprehensive coverage of the key management and core processes. Topics include the impact of management systems on business performance, strategic planning, risk management, good manufacturing practices, purchasing, production and provision of services, new product planning, warehousing and logistics, sales management and several other topics. This book, along with its two companion volumes, is a practical guide for real managers, designed to help them manage their business more effectively and gain competitive advantage. Titus De Silva is a consultant in management skills development, pharmacy practice, quality management and food safety and an advisor to the newly established National Medicines Regulatory Authority (NMRA) in Sri Lanka.

This book is designed to be a quick guidelines-oriented approach to the topic of project management. It contains the essential management practices required to produce successful project outcomes. Guidelines for Achieving Project Management Success helps the non-technical reader who might have been originally put off by a more robust treatment of project management. It uses the 80/20 rule where 80% of the project management problem may originate from just 20% of the cause. The book includes easy to understand examples illustrating key topics and offers advice and references for further reading. The book also helps the reader on how to define what the target is with the project and how to execute it to get the desired results. The primary audience is individuals who are seeking a readable description of the project management processes. The book is also useful for an academic program where project management is secondary to the primary topic.

This book provides insight, measures, and tools to manage a program or project to be first place amongst its competitors and similar efforts. Providing breakthrough insight by showing how to understand and use team member motivation, it gives leadership and team members the tools to be first place. It shows program and project managers how to motivate a team to perform better than its competitors while bringing great satisfaction and tailored growth to the team individuals. Highlights include: Selecting excellent task leads and determining the best team mix Fulfilling motivation needs during program and project execution Motivating high-tempo performance The very best performance of a program or project team occurs when the needs driving the fundamental motivations of team members are being met. This book explains how human motivation analysis substantiates the successful program and project, organizational and process elements that have been applied. By using the measure of providing promised deliverables within cost and schedule constraints and with managed risk, it describes team performance and explains the difference between a high-performance team and an average-performance one. It applies recent research of how motivation applies to programs and projects and how to accordingly organize a team. Beginning with an introduction of improvement concepts, this book reviews current program and project success statistics and then delves into how to reap the tremendous advantages of modern motivation-based organization leadership. It shows how to determine team member motivation and use it to assemble and execute a first-place program or project. Guidance includes showing how to assign the best mix of motivational types for each team and choosing leadership. Project and Program Excellence: Motivational Leadership for Breakthrough Results offers an organizational and leadership approach for highly successful development efforts.

Although project management is a newly recognised profession, it deals with a number of significant challenges. We seem to operate in an unprecedented environment, rife with change, innovation and turbulence. Moreover, projects by their very nature tend to push boundaries, encourage novelty and demand engagement with the uncertain and the unknown. Indeed, projects reflect our organised impulse to constantly amend, shape, improve and refine our context. So how can future projects overcome the challenges? Rethinking Project Management for a Dynamic and Digital World makes a powerful and original statement equipping project leaders and managers with new approaches and frameworks for an increasingly demanding world where the traditional methods, models and mindsets no longer suffice. The book explores new trends, promising ideas and novel concepts and distils the fundamentals for marshalling a world concerned with people, communities and value by deploying innovation, rethinking purpose and acting responsibly. An increasingly borderless, upwardly mobile and entrepreneurial society requires a revamped and revitalised project perspective that is more dynamic, adaptive and reflective. This volume brings together some of the best writing by leading authorities on many key topics, including benchmarking, lean quality, communicating, teams and teamwork, followership, organising for project work, project frameworks, agile working, project portfolios, strategic initiatives, strategic alignment, trust, entrepreneurship, putting people first, social processes, positive organisations, rethinking progress, the hacker paradigm, community, stewardship and knowledge management. The collection thus offers an invaluable new resource for informed managers looking to engage with the latest thinking and research and for researchers seeking to reflect on how the discipline is changing.

This book discusses risk management as it applies to problem-solving for simple, complex and wicked problems faced by policy creators and implementors, project managers and systems engineers in the context of policies, large engineering projects (LEPs), projects and systems. When applying systems thinking to risk management, it can be seen that risk management applies to almost every action taken in daily life. This book: Introduces the systems approach of integrating risk management into policy creation and implementation, project management and systems engineering, such as the risk framework and the Firm Fixed Price (FFP) contract with penalties and bonuses. Introduces a number of out-of-the box concepts building on the application of the systems thinking tools in the system thinker's toolbox. Points out that integrating risk management into policy and project management and systems engineering is just good management and engineering practice. Discusses the flow of risk in a policy from creation through implementation via LEPs and simpler projects, identifying where risks arise and where they should be dealt with. Presents the risks in the relationship between policy creation, implementation, project management and systems engineering. Discusses risks throughout the policy implementation process and shows how the nature of risks changes from political to financial to technological as implementation proceeds. Discusses managing complexity and specifies the minimum number of elements in a system for it to be defined as, and managed as, complex. Points out that in most instances the traditionally ignored major implementation risk is that of poor performance by personnel. Shows how to proactively incorporate prevention into planning in order to prevent risks, as well as how to mitigate them when they occur.

- Ties together the three (now) competing modern disciplines in Program and Project Management - Tells you how to do it, not just some theory based on a one of a kind project - Provides clear and concise definitions for the three disciplines helping with career choices, separation of duties and when to use - Perfect desktop reference usable for many years to come

-Core textbook for technical and professional communication courses, providing a leaner and more innovative alternative to the current market leaders -Technical communication courses are increasingly common as core undergraduate courses throughout the US, and growing in Europe and Asia -Distinctive focus on design thinking approach to technical communication, and greater emphasis on collaboration skills and intercultural and international technical communication than competitors -Provides a leaner alternative to the competing 700-page textbooks -eResource includes instructor's manual with web links, exercises, and teaching guidance for face-to-face and online teaching

-Core textbook for technical and professional communication courses, providing a leaner and more innovative alternative to the current market leaders -Technical communication courses are increasingly common as core undergraduate courses throughout the US, and growing in Europe and Asia -Distinctive focus on design thinking approach to technical communication, and greater emphasis on collaboration skills and intercultural and international technical communication than competitors -Provides a leaner alternative to the competing 700-page textbooks -eResource includes instructor's manual with web links, exercises, and teaching guidance for face-to-face and online teaching

Leadership, Ethics, and Project Execution provides a masterclass in the project and people management skills that set apart the most accomplished design and construction professionals. This textbook for graduate and advanced undergraduate students distils the insights gleaned over the authors' decades of experience in academia and industry into actionable principles for success in a notoriously demanding field. Combining real life case studies with original research, Leadership, Ethics, and Project Execution points the way from the classroom to the jobsite. Interactive exercises allow readers to take the role of junior project managers and other emerging professionals and reason through the ethical dilemmas surrounding building projects from the initial bid to completion. Chapters on stakeholder alignment, productivity, and project success ensure that aspiring leaders' business decisions are as economically sound as they are ethically correct. From its accessible, conversational tone to the lifetime's worth of construction wisdom it shares, Leadership, Ethics, and Project Execution offers an extended mentoring session with three giants of the building industry.

Lean Process Creation teaches the specific frames-the 6CON model-to look through to properly design any new process while optimizing the value-creating resources. The framing is applicable to create any process that involves people, technology, or equipment-whether the application is in manufacturing, healthcare, services, retail, or other industries. If you have a process, this approach will help. The result is 30% to 50% improvement in first-time quality, customer lead time, capital efficiency, labor productivity, and floorspace that could add up to millions of dollars saved per year. More important, it will increase both employee and customer satisfaction. The book details a case study from a manufacturing standpoint, starting with a tangible example to reinforce the 6CON model. This is the first book written from this viewpoint-connecting a realistic transformation with the detailed technical challenges, as well as the engagement of the stakeholders, each with their own bias. Key points and must-do actions are sprinkled throughout the case study to reinforce learning from the specific to the general. In this study, an empowered working team is charged with developing a new production line for a critical new product. As the story unfolds, they create an improved process that saves $5.6 million (10x payback on upfront resource investment) over the short life cycle of the product, as well as other measurable benefits in quality, ergonomics, and delivery. To an even greater benefit, they establish a new way of working that can be applied to all future process creation activities. Some organizations have tried their version of Lean process design following a formula or cookie-cutter approach. But true Lean process design goes well beyond forcing concepts and slogans into every situation. It is purposeful, scientific, and adaptable because every situation starts with a unique current state. In addition, Lean process design must include both the technical and social aspects, as they are essential to sustaining and improving any system. Observing the recurring problem of reworking processes that were newly launched brought the authors to the conclusion that a practical book focused on introducing the critical frames of Lean process creation was needed. This book enables readers to consider the details within each frame that must be addressed to create a Lean process. No slogans, no absolutes. Real thinking is required. This type of thinking is best learned from an example, so the authors provide this case study to demonstrate the thinking that should be applied to any process. High volume or low, simple or complex mix, manufacturing or service/transactional-the framing and thinking works. Along with the thinking, readers are enabled to derive their own future states. This is demonstrated in the story that surrounds the case study.

Lean Process Creation teaches the specific frames-the 6CON model-to look through to properly design any new process while optimizing the value-creating resources. The framing is applicable to create any process that involves people, technology, or equipment-whether the application is in manufacturing, healthcare, services, retail, or other industries. If you have a process, this approach will help. The result is 30% to 50% improvement in first-time quality, customer lead time, capital efficiency, labor productivity, and floorspace that could add up to millions of dollars saved per year. More important, it will increase both employee and customer satisfaction. The book details a case study from a manufacturing standpoint, starting with a tangible example to reinforce the 6CON model. This is the first book written from this viewpoint-connecting a realistic transformation with the detailed technical challenges, as well as the engagement of the stakeholders, each with their own bias. Key points and must-do actions are sprinkled throughout the case study to reinforce learning from the specific to the general. In this study, an empowered working team is charged with developing a new production line for a critical new product. As the story unfolds, they create an improved process that saves $5.6 million (10x payback on upfront resource investment) over the short life cycle of the product, as well as other measurable benefits in quality, ergonomics, and delivery. To an even greater benefit, they establish a new way of working that can be applied to all future process creation activities. Some organizations have tried their version of Lean process design following a formula or cookie-cutter approach. But true Lean process design goes well beyond forcing concepts and slogans into every situation. It is purposeful, scientific, and adaptable because every situation starts with a unique current state. In addition, Lean process design must include both the technical and social aspects, as they are essential to sustaining and improving any system. Observing the recurring problem of reworking processes that were newly launched brought the authors to the conclusion that a practical book focused on introducing the critical frames of Lean process creation was needed. This book enables readers to consider the details within each frame that must be addressed to create a Lean process. No slogans, no absolutes. Real thinking is required. This type of thinking is best learned from an example, so the authors provide this case study to demonstrate the thinking that should be applied to any process. High volume or low, simple or complex mix, manufacturing or service/transactional-the framing and thinking works. Along with the thinking, readers are enabled to derive their own future states. This is demonstrated in the story that surrounds the case study.

The only book to look specifically at the key issue of communication of projects, which often makes or breaks a project. This second edition is updated with the key information for today's communication managers working on projects, including 'agile', the use of storytelling, and crisis management. A highly practical book, written by a seasoned communications professional and trainer.

The only book to look specifically at the key issue of communication of projects, which often makes or breaks a project. This second edition is updated with the key information for today's communication managers working on projects, including 'agile', the use of storytelling, and crisis management. A highly practical book, written by a seasoned communications professional and trainer.

This book provides practical guidance for corporate decision makers, project managers, project engineers, and for those wishing to grasp the key issues that define project success. The book represents a distillation of years of practical experience and offers a clear and concise 'blueprint' for how to approach projects and their management. This book is designed to be 'clean and simple' in its delivery - allowing the reader to immediately have 'take aways' that could be implemented within a project, adding value to any approach dealing with the key common problems and issues that arise within the project medium. The book can be applied to a wide range of scenarios in which project management is required - from setting up an organisation, creating distribution networks, bringing new technology to market, and to designing a leadership and training architecture within an organisation. The book, in addition to being a go-to reference book on project management for professional project managers and business leaders, is also ideal for postgraduate and undergraduate students studying project management. It is written to be user friendly, yet provides a wealth of information and tips that will enhance the readers knowledge and understanding of managing projects.

IT projects emerge from a business need. In practice, software developers must accomplish two big things before an IT project can begin: find out what you need to do (i.e., analyse business requirements) and plan out how to do it (i.e., project management). The biggest problem in IT projects is delivering the wrong product because IT people do not understand what business people require. This practical textbook teaches computer science students how to manage and deliver IT projects by linking business and IT requirements with project management in an incremental and straightforward approach. Business Analysis, Requirements, and Project Management: A Guide for Computing Students presents an approach to analysis management that scales the business perspective. It takes a business process view of a business proposal as a model and explains how to structure a technical problem into a recognisable pattern with problem frames. It shows how to identify core transactions and model them as use cases to create a requirements table useful to designers and coders. Linked to the analysis are three management tools: the product breakdown structure (PBS), the Gantt chart, and the Kanban board. The PBS is derived in part from the problem frame. The Gantt chart emerges from the PBS and ensures the key requirements are addressed by reference to use cases. The Kanban board is especially useful in Task Driven Development, which the text covers. This textbook consists of two interleaving parts and features a single case study. Part one addresses the business and requirements perspective. The second integrates core project management approaches and explains how both requirements and management are connected. The remainder of the book is appendices, the first of which provides solutions to the exercises presented in each chapter. The second appendix puts together much of the documentation for the case study into one place. The case study presents a real-word business scenario to expose students to professional practice.

* The first real AI in project management book on the market published by a respected press * Provides behind-the-scenes insights on what technology providers are planning for project managers * Explores how AI will reinvent project, programme, and portfolio management, allowing project managers to get back to focusing on people

This book examines the management of three projects from the nineteenth century which led to substantial business transformation: the Stockton to Darlington Railway, the US Transcontinental Railroad and the Manchester Ship Canal. The lessons learned are of great relevance to contemporary project management, particularly those concerned with disruptive technology. The book addresses a wide range of project management topics associated with transformation. These include value management, sponsorship, governance, partnerships, opportunity management, project culture and morale, project complexity, uncertainty, prototyping and piloting, agility, innovation, risk and knowledge management.

Teams working in a crisis are operating in a high turbulence environment. Blue Shark Teams thrive in a crisis. They swim through turbulence and glide to project success. This book reveals the concepts and practical insight on how to create and lead Blue Shark Teams. The Blue Shark Model of Leading High-Performance Teams is based on Daniel Goleman's emotional intelligence model and Bruce Tuckman's team-building model (forming, storming, norming, performing, and adjourning). This book shows how to apply these models to large companies, small-to-medium size businesses, and projects during a crisis. It explains how managers can develop their leadership style and lead high-performance teams. A real-life case study, which was a success story during the COVID-19 pandemic, is discussed to elaborate the team-building and emotional intelligence models. The lessons learned from this case study can be applied to any crisis in any industry across the spectrum, including healthcare, IT, telecom, construction, manufacturing, oil and gas, airlines, financial services, retail, public sector, and consulting. The book arms executives and managers with the concepts and techniques to lead and manage projects, teams, and companies during turbulent and volatile times. If you are a CEO, CIO, CTO, or CXO of a Fortune 500 company, a mid-to-small size Business Owner, a Project Manager, or a Senior Executive facing a crisis, then this book is for you. It describes real-life case studies and projects that shows how the theoretical frameworks and models developed by leading researchers can be applied successfully to companies and projects, especially during a crisis and pandemic such as COVID-19.

Teams working in a crisis are operating in a high turbulence environment. Blue Shark Teams thrive in a crisis. They swim through turbulence and glide to project success. This book reveals the concepts and practical insight on how to create and lead Blue Shark Teams. The Blue Shark Model of Leading High-Performance Teams is based on Daniel Goleman's emotional intelligence model and Bruce Tuckman's team-building model (forming, storming, norming, performing, and adjourning). This book shows how to apply these models to large companies, small-to-medium size businesses, and projects during a crisis. It explains how managers can develop their leadership style and lead high-performance teams. A real-life case study, which was a success story during the COVID-19 pandemic, is discussed to elaborate the team-building and emotional intelligence models. The lessons learned from this case study can be applied to any crisis in any industry across the spectrum, including healthcare, IT, telecom, construction, manufacturing, oil and gas, airlines, financial services, retail, public sector, and consulting. The book arms executives and managers with the concepts and techniques to lead and manage projects, teams, and companies during turbulent and volatile times. If you are a CEO, CIO, CTO, or CXO of a Fortune 500 company, a mid-to-small size Business Owner, a Project Manager, or a Senior Executive facing a crisis, then this book is for you. It describes real-life case studies and projects that shows how the theoretical frameworks and models developed by leading researchers can be applied successfully to companies and projects, especially during a crisis and pandemic such as COVID-19.

This book provides insight, measures, and tools to manage a program or project to be first place amongst its competitors and similar efforts. Providing breakthrough insight by showing how to understand and use team member motivation, it gives leadership and team members the tools to be first place. It shows program and project managers how to motivate a team to perform better than its competitors while bringing great satisfaction and tailored growth to the team individuals. Highlights include: Selecting excellent task leads and determining the best team mix Fulfilling motivation needs during program and project execution Motivating high-tempo performance The very best performance of a program or project team occurs when the needs driving the fundamental motivations of team members are being met. This book explains how human motivation analysis substantiates the successful program and project, organizational and process elements that have been applied. By using the measure of providing promised deliverables within cost and schedule constraints and with managed risk, it describes team performance and explains the difference between a high-performance team and an average-performance one. It applies recent research of how motivation applies to programs and projects and how to accordingly organize a team. Beginning with an introduction of improvement concepts, this book reviews current program and project success statistics and then delves into how to reap the tremendous advantages of modern motivation-based organization leadership. It shows how to determine team member motivation and use it to assemble and execute a first-place program or project. Guidance includes showing how to assign the best mix of motivational types for each team and choosing leadership. Project and Program Excellence: Motivational Leadership for Breakthrough Results offers an organizational and leadership approach for highly successful development efforts.

Large infrastructure projects generally involve multiple stakeholders such as government parties, local communities, and private organizations. New projects can create tensions between different stakeholder groups because different groups naturally have different interests and opinions. This book offers a view of how stakeholders are able to influence the project management's decision-making process as the project proceeds from the investment preparation phase, to the project execution phase, and on to the operations phase through various methods such as protests, legal battles, and even illegal activities. This book provides multiple case studies in aviation industry reflecting how large projects create dynamic contexts for stakeholder management and stakeholder behaviour as the project moves through different phases of its lifecycle.