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.

'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?

This cutting edge study explores alternative methods and tools to obtain value for money while maintaining quality in construction projects, especially large and complex ones. Extensive references throughout will help the reader develop a deeper understanding of the methodology, and self-study questions help to keep you on track. Ideal as a reference for practitioners and the perfect intro for students of construction or real estate.

Concise, practical and entertaining to read, this excellent introduction to project management is an indispensable book for professionals and students working in or studying project management in business, engineering or the public sector. This third edition contains expanded sections on programme management, portfolio management, and the public sector. An entirely new chapter covers the evaluation, analysis and management of risks and issues. A much expanded section explores the rise and utilization of methodologies like Prince2.

Project Management: Theory and Practice, Third Edition gives students a broad and real flavor of project management. Bringing project management to life, it avoids being too sterilely academic and too narrowly focused on a particular industry view. It takes a model-based approach towards project management commonly used in all industries. The textbook aligns with the latest version of the Project Management Institute's Project Management Body of Knowledge (PMBOK (R)) Guide, which is considered to be the de facto standard for project management. However, it avoids that standard's verbiage and presents students with readable and understandable explanations. Core chapters align with the Project Management Institute's model as well as explain how this model fits real-world projects. The textbook can be used as companion to the standard technical model and help those studying for various project management certifications. The textbook takes an in-depth look at the following areas important to the standard model: Work Breakdown Structures (WBS) Earned Value Management (EVM) Enterprise project management Portfolio management (PPM) Professional responsibility and ethics Agile life cycle The text begins with a background section (Chapters 1-9) containing material outside of the standard model structure but necessary to prepare students for the 10 standard model knowledge areas covered in the chapters that follow. The text is rounded out by eight concluding chapters that explain advanced planning approaches models and projects' external environments. Recognizing that project management is an evolving field, the textbook includes section written by industry experts who share their insight and expertise on cutting-edge topics. It prepares students for upcoming trends and changes in project management while providing an overview of the project management environment today. In addition to guiding students through current models and standards, Project Management: Theory and Practice, Third Edition prepares students for the future by stimulating their thinking beyond the accepted pragmatic view.

Risk is related to the magnitude and uncertainty of an output (consequence or outcome); outputs take on different identities in different disciplines and situations. Risk is peculiar to each stakeholder and the measurement scale for risk depends on the stakeholder's value system. Risk management provides a way of addressing the issues associated with the magnitude and uncertainty of outputs. This book provides a distinctively rational treatment of risk and risk management, based on a systems approach. The book's treatment applies to all disciplines and sets out the principles of risk and risk management as well as looking at a range of applications and more specialist tools and approaches. The book: Develops a risk framework through a systems approach Offers a challenging and fresh approach for infrastructure engineering, construction and project management in general The book will suit students and practitioners alike.

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.

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.

Many governments have effectively organized public project implementation systems in their jurisdictions. At the same time, many other countries remain at a less advanced level of public project management. Globally, there is a need for project management knowledge to be transferred between governments. However, no systematic review of these practices has been developed to date. Projects, Government, and Public Policy was written to fulfill this need and presents a review of project management practices in countries with developed project-based capabilities. This book uses its own rigorous model to present this review systematically. This book's practical purpose is to give a structured overview of government-level project management practices. This knowledge can be used in the work of governments to improve the management of public projects and the implementation of public policies. Many professionals working in public institutions understand project management concepts differently than project management professionals. Therefore, this book begins with a chapter that describes the differences between the conceptual basis of public administration and project management. The body of this book has five parts. Part I is mainly intended for those involved in government and public administration who want to acquire or increase knowledge about project management. Part II provides an overview of the basic concepts from the theory of public administration, public policies, and development management. Part III describes what makes public projects unique and the success factors specific to projects of this sector. Knowledge about effective government project management practices is covered in Part IV. The concluding Part V begins with a general overview of the maturity model concept. Its main part covers the description of a maturity model showing ways to systematically improve the implementation of public projects. This book is written for governments and government administrators, including the most influential decision-makers, who craft policies to guide a country's development as well as how to implement projects. This book is also intended for supporters and enthusiasts of project management in government and public administration by providing them with a description of the solutions used by project management in public administration. This book is intended, too, for all project management practitioners working for public projects: project managers, team members, sponsors, and middle-level executives of project-delivering private companies. By knowing public administration concepts, they can manage their projects better and use a common language with their clients.

Project Management for Engineers, as the title suggests, is a direct attempt at addressing the ever-increasing and specific needs for better project management of engineering students, practicing engineers and managers in the industry. It aims not only to present the principles and techniques of Project Management, but also to discuss project management standards, processes and requirements, such as PMBOK, IEEE and PRINCE.Each chapter begins with the basics of the theme being developed at a level understandable to an undergraduate, before more complex topics are introduced at the end of each section that are suitable for graduate students. For the practicing professionals or managers in the industry, the book also provides many real illustrations of practical application of the principles of Project Management.Through a realistic blend of theory and practical examples, as well as an integration of the engineering technical issues with business issues, this book seeks to remove the veil of mystery that has shrouded the profession from its very beginning.

Project Management for Engineers, as the title suggests, is a direct attempt at addressing the ever-increasing and specific needs for better project management of engineering students, practicing engineers and managers in the industry. It aims not only to present the principles and techniques of Project Management, but also to discuss project management standards, processes and requirements, such as PMBOK, IEEE and PRINCE.Each chapter begins with the basics of the theme being developed at a level understandable to an undergraduate, before more complex topics are introduced at the end of each section that are suitable for graduate students. For the practicing professionals or managers in the industry, the book also provides many real illustrations of practical application of the principles of Project Management.Through a realistic blend of theory and practical examples, as well as an integration of the engineering technical issues with business issues, this book seeks to remove the veil of mystery that has shrouded the profession from its very beginning.

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.

Since the early 1980s it has been recognized that a firma s resources, capabilities and competencies help it gain a competitive advantage, that in turn produces higher performance. This resource--based view of the firm has been an important development in the field of strategic management. It explains why some organizations perform better than others and shows that leveraging, both tangible and intangible, resources is necessary to gain a sustainable competitive advantage. Bringing together contributions from multiple perspectives this book examines the management of strategic resources. First, the book discusses resource strategy and firm performance -- how resources lead to competitive advantage and how firm resources interplay with the firm strategy to produce specific outcomes. Second, it addresses the development, commitment and governance of firm resources -- how firms develop critical resources, including the especially difficult development of intangible resources such as tacit knowledge, internal networks and the creation of new intellectual capital. Finally, attention is focused on the problems involved in the transfer of resources and skills in cooperative strategies such as strategic alliances, and the allocation of resources to produce innovation. The resource--based view of the firm is a valuable way of analyzing and understanding firm strategies and performance. The contributions in this book provide an important in--depth view of how strategic resources can be developed and leveraged to create value in organizations.

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.

Business leaders are frequently faced with investment decisions on new and ongoing projects. The challenge lies in deciding what projects to choose, expand, contract, defer, or abandon, and which method of valuation to use is the key tool in the process. This title presents a step-by-step, practical approach to real options valuation to make it easily understandable by practitioners as well as senior management. This systematic approach to project valuation helps you minimize upfront investment risks, exercise flexibility in decision making, and maximize the returns. Whereas the traditional decision tools such as discounted cash flow/net present value (DCF/NPV) analysis assume a ""fixed"" path ahead, real options analysis offers more flexible strategies. Considered one of the greatest innovations of modern finance, the real options approach is based on Nobel-prize winning work by three MIT economists, Fischer Black, Robert Merton, and Myron Scholes.

A project management expert identifies methods for running any project successfully based on lessons learned from the exploits of two storied explorers. What could be more intriguing than a management book built around a gripping story of exploration? The 1911-12 race between British explorer Robert Scott and Norwegian Roald Amundsen to be first to the South Pole provides the rarest of case studies. Two teams carry out the same project. One is spectacularly successful; the other fails miserably. Just about everything about good-and bad-planning, management expert Fergus O'Connell maintains, can be learned from these leaders. The results of poor planning are not always as dire as they were for Scott. But in business, poor planning can have serious consequences, often because the same mistakes are repeated. Starting with an introduction that details their exploits, the book goes on to use Scott and Amundsen as examples of good and not-so-good leadership. It contrasts the difference in how the two men planned and executed their projects and how they led their teams, highlighting things that must be in place for success. What can happen when those things are ignored is also spelled out. Readers will come away from this book entertained and with a in-depth understanding of a new method for assessing the health of any project-and running it successfully. Analyzes a familiar story from a unique point of view, using the endeavors of Roald Amundsen and Robert Scott to illustrate project management concepts Offers a practical guide to running any project successfully Motivates and encourages behavior change by demonstrating how a little planning beats a lot of firefighting Shows that we can learn as much from others' failures as we can from their successes Emphasizes the importance of taking the time to plan, even when operating in crisis mode

This updated and completely revised edition of a bestseller extends the concepts and considerations of modern project management into the realm of project management oversight, control, and support. Illustrating the implications of project management in today's organizations, The Complete Project Management Office Handbook, Third Edition explains how to use the project management office (PMO) as a business integrator to influence project outcomes in a manner that serves both project and business management interests. Helping you determine if a PMO is right for your organization, this edition presents a five-stage PMO competency continuum to help you understand how to develop PMOs at different competency levels and associated functionalities. It also identifies five progressive PMO development levels to help you identify which level is best for your organization. Updates to this edition include: A refinement of the 20 PMO functions that guide PMO setup and operations A new section that provides an effective evaluation of PMO maturity indicators based on the prescribed 20 PMO functions presented in the handbook A new section on Establishing a Project Management Office that details a comprehensive process for determining the needs, purpose, and functionality for a new PMO Best practices that have cross-industry value and applicability The book includes checklists, detailed process steps, and descriptive guidance for developing PMO functional capability. The up-to-date PMO model defined will not only help you better understand business practices in project management, but will also help you to adapt and integrate those practices into the project management environment in your organization. For anyone associated with start-up and smaller PMOs, the book explains what can be done to create less rigorous PMO functional capabilities. It also includes helpful insights for those who need to specify and demonstrate "quick-wins" and early PMO-based accomplishments in their organization.

Anything from an office move to the Olympic Games can be termed a project, and 97 per cent of successful projects are led by an experienced project manager. Presenting over 250 years of professional project management experience in a highly accessible format, this entertaining yet practical book will help project managers get up to speed quickly with good practice, avoid pitfalls and deliver business value. This fully updated edition reflects changes to working practices such as the use of social media and collaboration tools. "Lives up to the 'real world' promise in its title, providing concise, practical advice for leaders of large projects, small projects, and everything between. The interwoven examples from actual projects illustrate clearly why the guidance provided here matters." Tom Kendrick, MBA, PMP, Project Management Director, UC Berkeley Extension, California.

Dennis Lock's masterly exposition of the principles and practice of project management has been pre-eminent in its field for 45 years and was among the first books to treat project management as a holistic subject. But Project Management has been kept completely up to date by regular and sensitive revisions to ensure that it remains fresh and totally relevant. Project Management explains the entire project management process in great detail, demonstrating techniques from simple charts to detailed computer applications. Everything is reinforced with clear diagrams and case examples, many new for this edition. The author has expanded discussion of topics such as supply chain management and the project management office (PMO), and there are new chapters about implementing change management projects and the role of senior managers in supporting projects. Obsolescent or less frequently used methods have been stripped out, but readers of the hardback Tutor's Edition will find that this deleted material lives on as new chapters on the accompanying CD-ROM, which has itself also been thoroughly revised. Importantly, that disc includes comprehensive Power Point presentations with hundreds of well designed slides that tutors can use directly as a valuable resource for their lectures. Students have always commented on this book's reader-friendly style, which is free of unnecessary jargon, with clear diagrams and a construction that is logically organized, well indexed and simple to navigate. This Tenth Edition is certain to maintain the book's acclaimed status as the standard work for managers and students alike.

"A step-by-step approach to applying high-impact innovation principles in any organization"

Innovation is an important force in creating and sustaining organizational growth. Effective innovation can mean the difference between leading with a particular product, process, or service and simply following the pack. Innovation transforms mediocre companies into world leaders and ordinary organizations into stimulating environments for employees.

Applying Innovation combines the key ingredients from areas including innovation management, strategic planning, performance measurement, creativity, project portfolio management, performance appraisal, knowledge management, and teams to offer an easily applied recipe for enterprise growth. Authors David O'Sullivan and Lawrence Dooley map out the main concepts of the innovation process into a clear, understandable framework the innovation funnel.

Unlike other texts for this course, Applying Innovation goes beyond methodologies and checklists to offer an invaluable step-by-step approach to actually "applying "high-impact innovation in any organization using a knowledge management systems, whether for a boutique firm or one comprised of thousands of individuals.

Key Features: Adopts a practical approach to overseeing innovation that focuses on useful tools and techniques rather than on theory and methodologiesOffers student activities within the text for immediate application of key concepts, reinforcing retention and comprehensionTeaches students to build and apply effective innovation management systems for any organization successfully, regardless of the firm s size or structure

Intended Audience: Applying Innovation is designed for undergraduate and graduate courses such as Innovation Management, Project Management, Strategic Planning, and Performance Management in fields of business, science, and engineering. This book appeals to instructors who want to reduce the chalk and talk and increase the hands-on practicality of their courses in innovation management.

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How relevant is ethics to project management? The book - which aims to demystify the field of ethics for project managers and managers in general - takes both a critical and a practical look at project management in terms of success criteria, and ethical opportunities and risks. The goal is to help the reader to use ethical theory to further identify opportunities and risks within their projects and thereby to advance more directly along the path of mature and sustainable managerial practice. Project Ethics opens with an investigation of the critical success factors in project management. It then illustrates how situations can arise within projects where values can compete, and looks at how ethical theories on virtue, utility, duty and rights can be used as competence eye-openers to evaluate projects. The reader is challenged to think of their project management experiences where questions of competing values surfaced, and mirror them in short vignettes taken from real practice from all round the globe. Finally, a new method is introduced, based on classical ethical theory, which can help project owners, project managers, project teams and stakeholders, to identify, estimate and evaluate ethical opportunities and risks in projects.

There has been a sea-change in the focus of organizations - whether private or public - away from a traditional product- or service-centricity towards customer-centricity and projects are just as much a part of that change. Projects must deliver value; projects must involve stakeholders, and Elizabeth Harrin and Phil Peplow demonstrate convincingly that stakeholders are the ones who get to decide what 'value' actually means. Customer-Centric Project Management is a short guide explaining what customer-centricity means in terms of how you work and its importance for project performance; using tools and processes to guide customer-centric thinking will help you see the results of engagement and demonstrate how things can improve, even on difficult projects. The text provides a straightforward implementation guide to moving your own business to a customer-centric way of working, using a model called Exceed and provides some guidance for ensuring that customer-centricity is sustainable and supported in the organization. This is a practical, rigorous and well-researched text. It draws on established models and uses the example of project implementation in a healthcare environment to demonstrate the impact of this significant way of thinking about value. The authors can't guarantee that the Exceed process will radically improve project success rates, and no process can. Adopting a customer-centric mindset and using the Exceed process to measure and monitor customer satisfaction will, however, help you move towards working with happier, more engaged stakeholders.

The Principles of Project Finance reviews the technique of project finance. It explores, step-by-step, the key ingredients of the concept. The book is aimed at a business savvy audience, but one which is not necessarily up to speed on the concept, and has a global reach by covering both OECD countries and the emerging markets. Project finance is positioned at a key point between the global capital markets and the energy and infrastructure industries. To explain and illustrate the ideas behind project finance, the book is made of chapters written by a range of leading players in the market from around the world and is split into four sections: c The first reviews various themes and issues key to the project finance market - views from bankers, lawyers and advisers plus chapters on bank, bond and multilateral finance and a look at environmental, insurance and construction market issues. c The second section looks at how project finance is used in various sectors of the energy and infrastructure market - renewable energy, oil and gas, mining, PPPs and roads and transportation. cThe third then takes an in-depth look at various projects finance markets from around the world - Australia, Vietnam, Indonesia, India, Turkey, Russia, Africa, France, USA and Brazil. c Finally, the fourth section presents a series of Top 10 deal cases studies from the pages of Thomson Reuters Project Finance International (PFI), the leading source of global project finance information.