National Project Management

This book clarifies the challenges and outcomes of the Sunshine Project, a national project in Japan for developing new energy that was launched about 40 years ago at the time of the first oil crisis in the early 1970s and ended, as planned, in the early 2000s. The Sunshine Project was the government’s national project for developing new energy technologies such as solar energy and other natural energy sources—what we call renewable energy today. The book considers why policies were successful in some areas but did not have the intended effect in other areas. It explains how technology innovation was employed to achieve energy policy goals and to tackle environmental issues. If we can present suggestions for how to structure national projects, it may also be possible to identify ways for industry, government, and academia to come together to find solutions not only to environmental energy problems, but also to other social problems. Herein lies the goal of this book. Although the development of new energy is the main subject of the book, the author also scrutinizes the governmental decision-making process involved in planning policy, the creative process, and the design of systems of collaboration between industry, government, and academia as well as cases where corporations have developed commercial versions of new energy products. The main part of the book consists of three case studies interspersed with two reflective chapters. The first case study describes the Sunshine Project from the perspective of project management based on the perspective of government. The second case study is a detailed examination of the routines in all organizations, whether industry, government, or academia, and of the autonomy of the project organization. The third case study increases the degree of detail to focus on the smallest unit of analysis, the intentions and motivations of key individuals participating in the project.

Recurrent problems with project performance in the U.S. Department of Energy (DOE) in the 1990s raised questions in Congress about the practices and processes used by the department to manage projects. The 105th Committee of Conference on Energy and Water Resources directed DOE to investigate establishing a project review process. Many of the findings and recommendations in this series of reports identified the need for improved planning in the early project stages (front-end planning) to get the project off to the right start, and the continuous monitoring of projects by senior management to make sure the project stays on course. These reports also stressed the need for DOE to act as an owner, not a contractor, and to train its personnel to function not as traditional project managers but as knowledgeable owner's representatives in dealing with projects and contractors. The NRC Committee for Oversight and Assessment of Department of Energy Project Management determined that it would be helpful for DOE to sponsor a forum in which representatives from DOE and from leading corporations with large, successful construction programs would discuss how the owner's role is conducted in government and in industry. In so doing, the committee does not claim that all industrial firms are better at project management than the DOE. Far from it-the case studies represented at this forum were selected specifically because these firms were perceived by the committee to be exemplars of the very best practices in project management. Nor is it implied that reaching this level is easy; the industry speakers themselves show that excellence in project management is difficult to achieve and perhaps even more difficult to maintain. Nevertheless, they have been successful in doing so, through constant attention by senior management.

Residential Construction Management will provide construction managers a concise and practical guide to managing residential construction projects. One of the fundamental reasons residential contractors fail to prosper is that they are poor managers. By presenting project management tools in their appropriate context of the project lifecycle—initiation, planning, execution, monitoring and controlling, and closing, readers will more clearly understand the iterative nature of construction management, which is a key to successfully managing a construction project. You can't afford to be without this indispensible working tool and its step-by-step instructions, project management templates, and real-world case studies. Residential Construction Management provides construction managers a concise and practical guide to managing residential construction projects. One of the fundamental reasons residential contractors fail to prosper is that they are poor managers. By presenting project management tools in their appropriate context of the project lifecycle — initiation, planning, execution, monitoring and controlling, and closing — you will more clearly understand the true nature of construction management, which is a key to successfully managing a construction project. You can't afford to be without this indispensible working tool and its step-by-step instructions, project management templates, and real world case studies.Key Features ¦ Walks you through the entire project management lifecycle resulting in a better understanding of the iterative processes of construction management ¦ Offers the information and real world tools needed to successfully apply to a planned or current project ¦ Shows how various knowledge areas and project management tools interact when doing a project providing you with the knowledge to create your own project plan ¦ Offers a downloadable building specification form, change order authorization form, construction schedule, sample budget, construction flowchart, a guide to working with bankers for spec home loans, and much more — available from the Web Added Value™ Download Resource Center at www.jrosspub.com

A must-read for any project management professional or student. Projects are the life blood of any organization. Revised to reflect the latest changes to A Guide to the Project Management Body of Knowledge (PMBOK(R)) and the Project Management Professional Exam(R), the fourth edition of The AMA Handbook of Project Management provides readers with a clear overview of a complex discipline. Covering everything from individual projects to programs and strategic alignment, it addresses: Project initiation and planning Communication and interpersonal skills Scheduling, budgeting and meeting business objectives Managing political and resource issues Implementing a PMO Measuring value and competencies. The book compiles essays and advice from the field's top professionals and features new chapters on stakeholder management, agile project management, program management, project governance, knowledge management, and more. Updated with fresh examples, case studies and solutions to specific project management dilemmas, it remains an essential reference to the critical concepts and theories all project managers must master.

Books about project management are plentiful. The best of those books are too comprehensive for the person faced for the first time with managing a small and relatively straightforward project, or for the student studying for a degree or business qualification in which project management is only one of several modules. But, at the other extreme too many of the simpler books treat project management lightly, gloss over or ignore some essential processes, and even get the facts wrong and give incorrect examples. Naked Project Management is an introductory guide to the world of project management from one of the world's most accomplished project management authors. Lock has stripped project management down to its bare facts - simplifying everything but trivializing nothing - leaving sound practical advice on how to organize and manage a small or medium sized project. The book is written in the direct jargon-free style that has become Dennis Lock’s hallmark. Everything is carefully explained and supported with clear diagrams. It covers all the essential aspect of project management in astonishingly few words and provides further instruction with an entertaining case study project that flows logically through the chapters from beginning to end. Degree and other students for whom project management is an elective or small part of their course will love this compact time-saving and reasonably priced study resource.

This work explains the principles and theories of project management and how and when the different project management techniques can be applied. Based on the author's own experience and knowledge, this text has been endorsed by the Association for Project Management.

This proceedings book presents outcomes of the Innovative Economic Symposium – 2020 organized by the Institute of Technology and Business in České Budějovice (VŠTE) in Russia in collaboration with two universities: Financial University under the Government of the Russian Federation (Moscow) and Samara State University of Economics (Samara). The symposium aims to bring together experts and young scientists in economy, management, international relations, finance, marketing, and professional education from Asian and European countries, to share knowledge and experience and discuss issues related to stable economic development, international business, entrepreneurship, Industry 4.0, cooperation between educational and business structures, strategic decision-making, and processes of economic globalization and fragmentation. The book consists of two parts corresponding to the thematic symposium areas. The book content covers two sections: stable development in unstable world and globalization and fragmentation forces of the current world economy. The main topics included in the book are as follows: - Where is the world moving to and where is the economy in it? - Institutionalization of innovations. - Network architecture of economic relations. - Competences for the future. - Smart change management. - Monetary and fiscal policy development as a factor of economic modernization. - Role of international trade in the economy globalization. - Impact of globalization and economic fragmentation on the enterprise’s internal environment. - Financial conditions for entrepreneurship under the economic modernization. - Impact of scientific and technological progress on globalization and fragmentation of the economy.

Recurrent problems with project performance in the U.S. Department of Energy (DOE) in the 1990s raised questions in Congress about the practices and processes used by the department to manage projects. The 105th Committee of Conference on Energy and Water Resources directed DOE to investigate establishing a project review process. Many of the findings and recommendations in this series of reports identified the need for improved planning in the early project stages (front-end planning) to get the project off to the right start, and the continuous monitoring of projects by senior management to make sure the project stays on course. These reports also stressed the need for DOE to act as an owner, not a contractor, and to train its personnel to function not as traditional project managers but as knowledgeable owner's representatives in dealing with projects and contractors. The NRC Committee for Oversight and Assessment of Department of Energy Project Management determined that it would be helpful for DOE to sponsor a forum in which representatives from DOE and from leading corporations with large, successful construction programs would discuss how the owner's role is conducted in government and in industry. In so doing, the committee does not claim that all industrial firms are better at project management than the DOE. Far from it-the case studies represented at this forum were selected specifically because these firms were perceived by the committee to be exemplars of the very best practices in project management. Nor is it implied that reaching this level is easy; the industry speakers themselves show that excellence in project management is difficult to achieve and perhaps even more difficult to maintain. Nevertheless, they have been successful in doing so, through constant attention by senior management.

This concise text introduces an integrated view of all project management-related activities in an organization, called Organizational Project Management (OPM). Practical cases from several organizations, as well as popular theories such as the Resource-Based Theory and Institutional Theory provide for an insightful yet realistic understanding of OPM as an integrative tool for organizations to improve their efficiency and effectiveness.

This realistic cross-section of the project management discipline in the federal arena will help anyone leading, working on, or affecting the direction of a project team. It covers the entire scope of project management from organization to methodology, technology to leadership. This volume focuses on the three project management organizational dimensions of culture, systems, and structure. Federal practices and successes in the areas of communication, project leadership, stakeholders, and key competencies are highlighted. The book offers clear and practical advice drawn from a variety of project management successes in the federal arena.