Suchergebnisse

1. Introducing public sector project management -- 2. A strategic framework for public sector project management -- 3. Project planning, part 1 : getting the concept right -- 4. Project planning, part 2 : developing and refining the process -- 5. Project planning, part 3 : finalizing the process -- 6. Selecting the best agents, part 1 : building the project team -- 7. Selecting the best agents, part 2 : contractors and consultants -- 8. Enacting advantageous agreements -- 9. Controlling public projects -- 10. Project closeout and beyond.

Filling a gap in project management literature, Managing Public Sector Projects: A Strategic Framework for Success in an Era of Downsized Government supplies managers and administrators--at all levels of government--with expert guidance on all aspects of public sector project management. From properly allocating risks in drafting contracts to dealing with downsized staffs and privatized services, this book clearly explains the technical concepts and the political issues involved. In line with the principles of Total Quality Management (TQM) and the PMBOK®Guide. DavidS. Kassel establishes a framework those in the public sector can follow to ensure the success of their public projects and programs. He supplies more than 30 real-life examples to illustrate the concepts behind the framework--including reconstruction projects in Iraq, the Big Dig project in Boston, local sewer system and library construction projects, and software technology. This authoritative resource provides strategic recommendations for effective planning, execution, and maintenance of public projects. It also: Highlights the differences between managing projects in the public sector versus the private sector Explains how to scrutinize costs, performance claims, and the backgrounds of prospective contractors Presents key safeguards that should be included in all contracts with contractors, consultants, suppliers, and other service providers Details the basics of project cost estimation, design and scheduling, and how to hold contractors responsible for meeting established project standards In an age of downsized government and in the face of a general distrust of public service, this book is a dependable guide for avoiding management practices that are common to projects that fail and for adopting the practices common to projects that succeed in terms of cost, schedule, and quality.

IntroductionIntroductionCentral ConceptsStakeholder Collaboration PlanningOverviewReferences Stakeholders: Theoretical FoundationsIntroductionStakeholder TheoriesInterest-Based TypologyIdentifying StakeholdersStakeholder InterestsStakeholder ParticipationCounterarguments to ParticipationConclusionReferences Stakeholders and Decision MakingIntroductionStakeholders and Public PolicymakingImportance of Stakeholders for PolicymakingStakeholder and Agency RolesInclusivity and Working with Marginalized GroupsConflict ManagementMeasuring Effectiveness of Stakeholder CollaborationWorking with Stakeholders in PolicymakingPromoting Good CommunicationStakeholder Participation Ideas in PracticeConclusionReferences Case Study: Yellowstone National ParkIntroductionYellowstone National ParkBear ManagementWolf ReintroductionSnowmobilesBioprospecting and Benefits SharingWildfiresConclusionReferences Stakeholder Collaboration ToolsIntroductionPlanningRecruitment ToolsIdentifying Stakeholder InterestsEngagement ToolsStrategic Thinking ToolsEducationProject Management Tools for Stakeholder CollaborationCommunication and Teamwork ToolsConclusionReferencesIndex.