By David Wirick
Chapter 1 The demanding situations of Public?Sector undertaking administration and the arrival typhoon (pages 1–15):
Chapter 2 the principles of Public?Sector venture administration (pages 17–30):
Chapter three The Framework for coping with Public?Sector tasks (pages 31–55):
Chapter four venture Integration (pages 57–72):
Chapter five handling venture Scope (pages 73–88):
Chapter 6 dealing with undertaking Time (pages 89–106):
Chapter 7 handling venture price (pages 107–126):
Chapter eight coping with undertaking caliber (pages 127–141):
Chapter nine dealing with venture Human assets (pages 143–158):
Chapter 10 dealing with venture Communications (pages 159–174):
Chapter eleven dealing with venture probability (pages 175–196):
Chapter 12 coping with undertaking Procurement and owners (pages 197–229):
Chapter thirteen handling Complexity and Chaos in Public?Sector tasks (pages 231–250):
Read or Download Public-Sector Project Management: Meeting the Challenges and Achieving Results PDF
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Extra resources for Public-Sector Project Management: Meeting the Challenges and Achieving Results
Projects in that program might include upgrading systems, improving processes, hiring new staff, training existing staff, and reorganizing the agency. Typically, a program manager would be responsible for oversight of the program. Portfolios are groups of unrelated projects. For example, an agency at any point in time might have initiated a wide array of projects. They might, for example, have information technology projects, organizational change projects, process improvement projects, projects that implement statutory requirements, and projects that create new programs.
Indeed, it is unlikely that any project would employ all of the listed functions and processes. Fortunately, guidance can be provided to assist public-sector project managers who are attempting to make that choice. That guidance follows. Successive chapters examine the required functions and the documents and tools they employ in more detail. It is also important to remember that these functions and processes can be applied with different levels of rigor. For example, on a small project, we might just create a short charter within an e-mail and circulate that.
The Big Dig in Boston was planned to cost about $3 billion. ) Projects get finished late, and—more often than you might believe—they do not get finished at all. A 17 18 THE FOUNDATIONS OF PUBLIC-SECTOR PROJECT MANAGEMENT project designed to produce a new information system for the FBI was abandoned after years of investment and work. ) That is not so odd; many projects get cancelled in the middle or, worse, just disappear without a trace. Even more often, projects do not deliver what they were intended to deliver.