What is included with this book?
Foreword | p. xv |
Preface | p. xix |
Introduction | p. xxi |
Acknowledgments | p. xxvii |
Introducing Public Sector Project Management | p. 1 |
Public Sector Project Management-Getting beyond the Confusion | p. 2 |
What Are Public Projects? | p. 2 |
Journalists' Questions | p. 3 |
What Is Public Sector Project Management? | p. 5 |
The Project Vision | p. 5 |
Financing Public Projects | p. 6 |
Project versus Program and General Management | p. 7 |
Who Are the Public Sector Project Managers? | p. 8 |
Types of Public Sector Project Managers | p. 9 |
Skills, Attributes, and Requirements of Public Sector Project Managers | p. 11 |
Continuity and Change in Public Sector Project Management | p. 11 |
Leadership and Managerial Competencies | p. 11 |
Ethics and Internal Controls | p. 13 |
Rules and Regulations | p. 14 |
Downsized Government and ôthe Hollow Stateö | p. 15 |
Bashing the Bureaucracy | p. 16 |
Managerial and Political Pushback | p. 16 |
Political Ideology | p. 17 |
How Public Projects Succeed and Fail | p. 18 |
Endnotes | p. 19 |
A Strategic Framework for Public Sector Project Management | p. 23 |
The Framework and the Principal-Agent Challenge | p. 25 |
Starting with the Right Plan | p. 25 |
Selecting the Right Agents | p. 27 |
Selecting the Most Experienced and Motivated Agents | p. 28 |
Entering into the Right Agreements | p. 29 |
Allocating Contract Risk | p. 30 |
Contracts and Asymmetry of Information | p. 33 |
Monitoring and Controlling the Project Execution | p. 33 |
Ensuring Adequate Information about the Project Work | p. 34 |
Enforcing Appropriate Agreements | p. 35 |
Maintaining Active Involvement in the Operation and Maintenance of the Asset or Assets Created by the Project | p. 36 |
Placing the Strategic Management Framework in Context | p. 37 |
Endnotes | p. 38 |
Project Planning, Part 1: Getting the Concept Right | p. 41 |
Getting It Right: The Preliminary Steps of Public Sector Project Planning | p. 43 |
Identifying the Correct Problem | p. 45 |
Questioning Presumptions | p. 47 |
Understanding the Project Context and Stakeholders | p. 51 |
Understanding and Complying with Legal Requirements | p. 52 |
Developing Realistic Preliminary Project Cost Estimates | p. 56 |
Analogy-Based and Parametric Cost Estimating | p. 57 |
Life-Cycle and Independent Cost Estimates | p. 58 |
Concluding the Preliminary Project Planning Phase with a Feasibility Study | p. 59 |
Endnotes | p. 61 |
Project Planning, Part 2: Developing and Refining the Process | p. 65 |
The Project Accountability Structure | p. 66 |
Establishing the Right Project Internal Control Structure | p. 66 |
The GAO's Five Standards for Internal Controls | p. 67 |
Control Environment | p. 67 |
Risk Assessment | p. 67 |
Control Activities | p. 68 |
Control Activities Specific for Information Systems | p. 68 |
Information and Communications | p. 68 |
Monitoring | p. 69 |
Project Documentation | p. 69 |
Preventing Fraud in Public Projects | p. 74 |
Developing Clear Project Specifications | p. 75 |
Specifications and Alternative Project Delivery Methods | p. 78 |
Indefinite Delivery/Indefinite Quantity Contracts | p. 80 |
Performance versus Design Specifications | p. 82 |
Concluding the Intermediate Planning Stage | p. 84 |
Endnotes | p. 85 |
Project Planning, Part 3: Finalizing the Process | p. 89 |
Developing the Project Schedule | p. 89 |
Owner's Schedule in a Design-Bid-Build Public Construction Project | p. 91 |
Scheduling the Project Work | p. 95 |
The Work Breakdown Structure | p. 95 |
Development of a Logic Diagram | p. 97 |
Determination of the Schedule's ôCritical Pathö | p. 98 |
Putting It All Together: The Importance of Realistic Scheduling | p. 100 |
Refining Project Cost and Risk Estimates | p. 100 |
Refining the Cost Estimate | p. 101 |
Refining Risk Assessments | p. 102 |
Technology Risks | p. 103 |
Brainstorming and Sensitivity Analysis in Assessing Risks | p. 104 |
Putting It All Together: Developing Realistic Presumptions behind Cost and Risk Estimates | p. 105 |
Questioning Presumptions | p. 106 |
Moving from a Realistic Cost Estimate to an Affordable Project Budget | p. 107 |
Presenting Cost Estimates and Budgets to Project Stakeholders | p. 108 |
Pulling Together the Planning Steps | p. 109 |
Endnotes | p. 112 |
Selecting the Best Agents, Part 1: Building the Project Team | p. 115 |
Who Is on the Project Management Team? | p. 116 |
What Are the Team Dynamics? | p. 116 |
Establishing a Cohesive and Committed Team | p. 117 |
Ensuring That Team Personnel Are Qualified | p. 121 |
The Need for Clear Lines of Authority and Communication | p. 123 |
Maintaining Clear Lines of Authority When Using Contractors | p. 123 |
Ensuring an Appropriate Managerial Accountability Structure | p. 126 |
Coaching the Team on Legal Requirements and Ethical Practices | p. 130 |
Motivating the Project Team | p. 131 |
Endnotes | p. 134 |
Selecting the Best Agent, Part 2: Contractors and Consultants | p. 137 |
Procuring Contractors and Consultants | p. 138 |
Public Sector Procurement Rules | p. 138 |
Key Characteristics of a Successful Procurement System | p. 139 |
Transparency | p. 140 |
Accountability | p. 141 |
Integrity | p. 143 |
Competition | p. 146 |
Barriers to Competition in Long-Term Contracting | p. 149 |
Proprietary Specifications | p. 151 |
Organizational Alignment and Leadership | p. 151 |
Human Capital Management | p. 152 |
Knowledge and Information Management | p. 152 |
Due Diligence in Selecting Contractors and Consultants | p. 154 |
Selecting the Best Agents: Putting It All Together | p. 154 |
Endnotes | p. 155 |
Enacting Advantageous Agreements | p. 159 |
The Essential Elements of Contracts | p. 160 |
Allocating Contract Risks | p. 160 |
The Contract Pricing Structure | p. 161 |
Firm-Fixed-Price Contracts | p. 162 |
Fixed-Price Incentive Contracts | p. 162 |
Cost-Reimbursement Contracts | p. 163 |
Cost-Plus-Fixed-Fee Contracts | p. 163 |
Cost-Plus-Incentive-Fee and Cost-Plus-Award-Fee Contracts | p. 164 |
Getting the Incentives Right | p. 164 |
Cost-Plus-a-Percentage-of-Cost Contracts | p. 166 |
The Contract Pricing Structure and Project Planning | p. 166 |
Contract Provisions and Project Risk | p. 168 |
Implied Warranties and Duties | p. 171 |
Express Contractual Guarantees and Warranties | p. 172 |
Breach-or-Contract Provisions | p. 174 |
Clear Scopes of Work | p. 174 |
Endnotes | p. 176 |
Controlling Public Projects | p. 179 |
Measuring Project Progress | p. 179 |
Updating Project Records | p. 181 |
Analyzing the Project Data Using Earned Value Management | p. 183 |
Evaluating and Correcting Project Problems | p. 187 |
Focusing on Quality in Projects | p. 188 |
Controlling Cost Growth and Cost Overruns | p. 190 |
Enforcing Agreements | p. 193 |
Partnering and Change Orders | p. 195 |
Keeping Stakeholders Informed of the Project's Progress | p. 195 |
Endnotes | p. 196 |
Project Closeout and Beyond | p. 199 |
Final Steps in the Closeout Process | p. 200 |
Evaluating the Contractor | p. 200 |
Publicizing the Completed Project | p. 201 |
The Project or Program Operational Stage | p. 201 |
Maintaining Public Projects over the Long Term | p. 203 |
Conclusion | p. 207 |
Endnotes | p. 208 |
Discussion Examples Used in This Book | p. 211 |
Master List of Tips for Success for Public Sector Project Managers | p. 215 |
Project Planning: Getting the Concept Right | p. 215 |
Correctly identifying the problem | p. 215 |
Questioning presumptions | p. 216 |
Understanding the project context and stakeholders | p. 216 |
Developing realistic preliminary project cost and risk estimates | p. 216 |
Developing and Refining Project Planning (internal controls and project specifications) | p. 217 |
Establishing the right project internal control structure | p. 217 |
Two important project control activities | p. 217 |
Developing clear project specifications | p. 217 |
Specifications and alternative project delivery methods | p. 218 |
Performance versus design specifications | p. 218 |
Finalizing Project Planning (schedule and cost estimation) | p. 218 |
Developing the project schedule | p. 218 |
Scheduling the project work | p. 219 |
Refining the cost estimate | p. 219 |
Refining risk assessments | p. 219 |
Developing realistic presumptions behind cost and risk estimates | p. 220 |
Building the Project Team | p. 220 |
Establishing a committed and cohesive team | p. 220 |
Ensuring the team personnel are qualified | p. 220 |
The need for clear lines of authority and communication | p. 221 |
Ensuring an appropriate managerial accountability system | p. 221 |
Coaching the project team on legal requirements and ethical practices | p. 221 |
Motivating the project team | p. 222 |
Procuring Contractors and Consultants | p. 222 |
Successful public procurement characteristic: Transparency | p. 222 |
Successful public procurement characteristic: Accountability | p. 222 |
Successful public procurement characteristic: Integrity | p. 223 |
Successful public procurement characteristic: Competition | p. 223 |
Successful public procurement characteristic: Knowledge and information management | p. 223 |
Successful procurement characteristic: Due diligence in selecting contractors and consultants | p. 224 |
Enacting Advantageous Agreements | p. 224 |
The contract pricing structure | p. 224 |
Contract provisions and project risk | p. 224 |
Clear scopes of work | p. 225 |
Controlling Public Projects | p. 225 |
Measuring project progress | p. 225 |
Updating project records | p. 225 |
Analyzing the project data | p. 225 |
Evaluating and correcting project problems | p. 226 |
Focusing on quality in projects | p. 226 |
Controlling cost growth and cost overruns | p. 226 |
Project Closeout and Beyond | p. 227 |
Final steps in the closeout process | p. 227 |
The project or program operational stage | p. 227 |
Maintaining public projects over the long term | p. 227 |
Websites of Interest to Public Sector Project Managers | p. 229 |
American Academy of Certified Public Managers | p. 229 |
The American Association of State Highway and Transportation Officials (AASHTO) | p. 229 |
American Management Association | p. 230 |
American National Standards Institute (ANSI) | p. 230 |
American Public Works Association | p. 230 |
American Society for Quality | p. 230 |
The Association for the Advancement of Cost Engineering (AACE International) | p. 230 |
Building Design and Construction | p. 230 |
Committee of Sponsoring Organizations of the Treadway Commission (COSO) | p. 231 |
Construction Management Association of America | p. 231 |
The Construction Specifications Institute | p. 231 |
Defense Contract Audit Agency | p. 231 |
Defense Contract Management Agency | p. 231 |
Federal Acquisition Institute | p. 231 |
Federal Acquisition Regulation Homepage | p. 232 |
Federal Business Opportunities | p. 232 |
International Cost Engineering Council | p. 232 |
The International Council on Systems Engineering | p. 232 |
The International Journal of Project Management | p. 232 |
The National Center for Public Productivity | p. 232 |
The National Certified Public Manager Consortium | p. 233 |
Past Performance Information Retrieval System | p. 233 |
Project Management Institute | p. 233 |
The Public Manager | p. 233 |
Public Works Management and Policy | p. 233 |
R.S. Means | p. 233 |
The Society of Cost Estimating and Analysis | p. 234 |
The United States Government Accountability Office | p. 234 |
The University of Wisconsin Certified Public Manager Program | p. 234 |
References | p. 235 |
Index | p. 245 |
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