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Capital projects : what every executive needs to know to avoid costly mistakes, and make major investments pay off /
A real-world framework for driving capital project success Capital Projects provides an empirically-based framework for capital project strategy and implementation, based on the histories of over 20,000 capital projects ranging from $50,000 to $40 billion. Derived from the detailed, carefully normal...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Inc.,
[2016]
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- 1. Falling Short of Expectations: How Executives Struggle to Deliver the Value from Their Capital Projects
- Background and Basis for the Book
- Capital Projects Create Value
- Most Projects Create Less Value Than Expected
- Results Apply to All Types of Projects
- Sources of Value Erosion Are Not Limited to Cost and Schedule Overruns
- How to Deliver the Value Promised
- 2. Why the Stage-Gate Process Is the Best Tool Executives Can Use to Get the Most Value from Their Capital Projects
- A Necessary Process
- How Does the Process Work?
- What Is the Role of Executives in the Process?
- Stage-Gates and Executive Control
- 3. The Project Frame: Understand the Opportunity before Starting a Project
- Typical Contents of a Project Frame
- Unlock Value by Finding a Better Option
- How to Develop a Project Frame
- Use the Frame for Executive Alignment and Endorsement
- 4. The Critical Project Sponsor Role
- Who Is the Project Sponsor?
- Overview of Project Sponsor Role
- Assign a Project Sponsor as the Initial Business Case Is Developed
- Requirements for a Strong Project Sponsor
- Choosing the Right Project Sponsor
- 5. The Single Most Important Thing an Executive Can Do to Make Any Capital Project Succeed: Define Clear Objectives
- Business Objectives versus Project Objectives
- Developing Clear Objectives
- Communicating the Objectives
- Prioritizing the Objectives
- 6. The Executive's Role in Building and Supporting High-Performing Project Teams
- Executive Leaders Lead
- Invest in a Strong Owner Project Team
- Why You Need a Functionally Integrated Team
- Help the Project Manager Get the Resources for a Functionally Integrated Team
- Do Not Outsource the Owner Team Role
- More Experienced Project Teams Do Better Projects
- Strategies for Coping with Staffing Shortages
- Executives Working Together to Support the Project
- 7. Project Definition: The Fundamental Capital Project Concept Every Executive Must Understand
- Strong Project Definition Preserves Value and Produces Better Assets
- Executives Control the Quality of Project Definition
- Understand the Cost of Weak Project Definition
- Be Careful When Trading Fast Schedule for Strong Project Definition
- Reduce the Number of Schedule-Driven Projects
- More Project Definition Is Not Necessarily Better
- 8. It's Going to Cost How Much!?! A Guide to Help Executives Avoid Capital Cost Surprises
- Key Concepts to Understand about Capital Cost Estimate Accuracy
- Factor the Cost Estimate Range into Decision Making
- Improve Project Definition to Narrow the Cost Estimate Range
- Follow These Rules to Get Contingency Right
- 9. Using a Project Steering Committee to Improve Executive Decision Making
- How to Build a Strong Steering Committee
- Who to Include in the Steering Committee
- Run the Steering Committee Efficiently
- Make Decisions at the Right Level
- Do Not Dilute Project Sponsor Accountability
- 10. Risk Management: A Mechanism to Understand Project Risk and Decide What to Do
- Risk Management: Identify, Analyze, and Manage Individual Risks
- Practices for Getting the Most from Risk Management
- Scrutinize Risks to Decide Whether They Are Worth Taking
- Understand That the Estimate of the Risk Is Probably Too Low
- Be Careful with Making Late Changes in Response to Business Risk
- Strong Risk Management Does Not Substitute for Strong Project Definition
- 11. Approve, Recycle, Cancel, or Hold: Making Good Stage-Gate Decisions
- Capital Investment Decisions Are Made at the Stage-Gates
- Three Gates Provide Adequate Control
- The Business Question Asked and Answered at Each Stage-Gate
- Use Your Early Stage-Gates Better
- Four Choices for the Stage-Gate Decision
- Information Used in an Investment Decision
- Rules for Strong Gates
- The Slippery Slope of Granting Exceptions to Stage-Gate Deliverables
- 12. Executive Role, Executive Control: 12 Essential Rules
- Rule 1 Use the Stage-Gate Process
- Rule 2 Start by Framing the Project
- Rule 3 Ensure Project Sponsor Involvement
- Rule 4 Develop Clear Objectives
- Rule 5 Invest in Owner Teams and Provide the Support They Need
- Rule 6 Reach a Strong Level of Project Definition
- Rule 7 Factor the Accuracy of the Capital Cost Estimate into Decision Making
- Rule 8 Set Contingency in Accordance with Project Risk
- Rule 9 Build an Effective Steering Committee
- Rule 10 Use a Robust Risk Management Process
- Rule 11 Keep the Stage-Gates Strong
- Rule 12 Be Coachable.