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210123 ||| eng |
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|a HD69.P75
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|a Kwak, Young-Hoon
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|a Challenges and best practices of managing government projects and programs
|c Young Hoon Kwak, Min Liu, Peerasit Patanakul, Ofer Zwikael
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| 260 |
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|a Newtown Square, Pennsylvania
|b Project Management Institute
|c 2014
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| 300 |
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|a 1 volume
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|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
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|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
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|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
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|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
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|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
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|a Includes bibliographical references
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| 653 |
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|a Public administration / fast
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| 653 |
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|a Administration publique (Science)
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| 653 |
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|a Project management / Political aspects
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| 653 |
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|a Gestion de projet / Aspect politique
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| 653 |
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|a Public administration / http://id.loc.gov/authorities/subjects/sh85108611
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| 700 |
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|a Liu, Min
|e author
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| 700 |
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|a Patanakul, Peerasit
|e author
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| 700 |
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|a Zwikael, Ofer
|e author
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|a eng
|2 ISO 639-2
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| 989 |
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|b OREILLY
|a O'Reilly
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| 856 |
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|u https://learning.oreilly.com/library/view/~/9781628250701/?ar
|x Verlag
|3 Volltext
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|a 658
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|a 658.404
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|a 500
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|a 352.365
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|a Challenges and Best Practices of Managing Government Projects and Programs provides a crucial foundation for practitioners, researchers, policymakers, as well as constituents to realize the benefits governments can bring to their people
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