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Challenges and best practices of managing government projects and programs /
Drawing on an impressive array of large-scale government projects gleaned from government audit reports across three major sectors--infrastructure and transportation, information systems, and defense, this study explains why government projects go wrong and what can be done to improve their success...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Newtown Square, Pennsylvania :
Project Management Institute, Inc.,
[2014]
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 020 | |a 9781628250701 |q (electronic bk.) | ||
| 020 | |a 1628250704 |q (electronic bk.) | ||
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| 020 | |z 9781628250657 | ||
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| 049 | |a UAMI | ||
| 100 | 1 | |a Kwak, Young-Hoon. | |
| 245 | 1 | 0 | |a Challenges and best practices of managing government projects and programs / |c Young Hoon Kwak, PhD, Min Liu, PhD, Peerasit Patanakul, PhD, Ofer Zwikael, PhD. |
| 264 | 1 | |a Newtown Square, Pennsylvania : |b Project Management Institute, Inc., |c [2014] | |
| 300 | |a 1 online resource (xiii, 74 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 347 | |a data file | ||
| 504 | |a Includes bibliographical references. | ||
| 588 | 0 | |a Print version record. | |
| 520 | |a Drawing on an impressive array of large-scale government projects gleaned from government audit reports across three major sectors--infrastructure and transportation, information systems, and defense, this study explains why government projects go wrong and what can be done to improve their success rates. -- |c Edited summary from book. | ||
| 505 | 0 | |a Title Page; Copyright Page; Table of Contents; Executive Summary; Acknowledgements; 1. Introduction; 1.1. Motivations and Objectives; 1.2. Literature Review; 1.2.1. Poor Performance Management of Government Projects and Programs; 1.2.2. Challenges of Managing Large and Complex Projects and Programs; 1.2.3. Efforts to Improve Project Performance; 1.3. Research Approach and Data Analysis; 1.3.1. Research Questions; 1.3.2. Content Analysis; 1.3.3. Project Demographics; 2. Key Characteristics of Government Projects and Programs; 2.1. Non-Financial Benefits; 2.2. Political Environment. | |
| 505 | 8 | |a 2.3. Formal Processes2.4. Megaprojects; 2.5. Long Product Life Cycle; 2.6. Multiple Stakeholders; 3. Recommendations for Government Projects and Programs; 3.1. Non-Financial Benefits; 3.1.1. Identify Clear Non-Financial Benefits in the Business Case; 3.1.2. Ensure that Target Benefits are Realistic and Achievable; 3.1.3. Establish an Agreed-Upon Evaluation Methodology for Project Benefits; 3.1.4. Evaluate the Impact of the Project on the Achievement of Strategic Goals; 3.2. Political Environment. | |
| 505 | 8 | |a 3.2.1. Consider Legal Consultation to Ensure that Proposed Ideas are in Line with Current Legislation3.2.2. Consider Financial Consultation to Improve Understanding of Economic Aspects of the Project; 3.2.3. Ensure that the Project is Aligned with Agencies' Strategies; 3.2.4. Consider Public-Private Partnership (PPP) when Appropriate; 3.2.5. Ensure PPPs are Economically Feasible; 3.2.6. Provide Project Managers More Authority; 3.3. Formal Process; 3.3.1. Establish and Follow Government Project Management Framework and Processes. | |
| 505 | 8 | |a 3.3.2. Follow Formal Planning and Estimating Processes that Incorporate Lessons Learned3.3.3. Follow a Formal Risk Management Process; 3.3.4. Follow Formal Project Monitoring and Change Management Processes; 3.3.5. Establish and Follow Project Governance Framework; 3.4. Megaprojects; 3.4.1. Develop a Base Cost Estimate and Integrated Master Schedule (IMS) for Megaprojects; 3.4.2. Align the Project Cost with the Annual Budget Cycle; 3.4.3. Consider Off-the-Shelf Solutions Over High-Risk New Development when Possible. | |
| 505 | 8 | |a 3.4.4. Split Programs into Smaller Manageable Projects for Tight Project Control3.4.5. Develop Contingency Plan and Monitor Risks; 3.4.6. Identify Training Needs for Large-Scale Megaprojects; 3.5. Long Product Life Cycle; 3.5.1. Ensure Robust Design and Quality Management Process; 3.5.2. Reduce the use of Unapproved (Too Advanced) Technologies; 3.6. Multiple Stakeholders; 3.6.1. Engage Procurement Personnel on the Project Team; 3.6.2. Consult the Business Community when Relevant; 3.6.3. Coordinate the Project with Existing Operations. | |
| 590 | |a Knovel |b ACADEMIC - Engineering Mgmt & leadership | ||
| 650 | 0 | |a Project management |x Political aspects. | |
| 650 | 0 | |a Public administration. | |
| 650 | 6 | |a Gestion de projet |x Aspect politique. | |
| 650 | 6 | |a Administration publique (Science) | |
| 650 | 7 | |a POLITICAL SCIENCE |x Public Affairs & Administration. |2 bisacsh | |
| 650 | 7 | |a Public administration |2 fast | |
| 776 | 0 | 8 | |i Print version: |a Kwak, Young-Hoon. |t Challenges and best practices of managing government projects and programs |z 1628250658 |w (DLC) 2014023294 |w (OCoLC)884315306 |
| 856 | 4 | 0 | |u https://appknovel.uam.elogim.com/kn/resources/kpCBPMGPP3/toc |z Texto completo |
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