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Managing Public Sector Projects A Strategic Framework for Success in an Era of Downsized Government

ISBN-10: 1420088734
ISBN-13: 9781420088731
Edition: 2010
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Book details

Copyright year: 2010
Publisher: Routledge
Publication date: 3/17/2010
Binding: Hardcover
Pages: 278
Size: 6.25" wide x 9.25" long x 0.75" tall
Weight: 1.386
Language: English

Evan M. Berman is Distinguished University Professor at National Chengchi University in Taipei (Taiwan). He is also the Editor-in-Chief of ASPA Book Series in Public Administration & Public Policy (Taylor & Francis), Senior Editor of Public Performance & Management Review and a Distinguished Fulbright Scholar. His areas of expertise are human resource management, public performance, and local government, and international interests have now taken him to Asia. He has over 100 publications and 10 books, including Public Administration in East Asia: Mainland China, Japan, South Korea, Taiwan (CRC Press, 2010), People Skills At Work (CRC Press, 2011, with Dira Berman), Encyclopedia of Public Administration and Public Policy, Third Edition (Taylor & Francis, 2007), and Essential Statistics for Public Managers and Policy Analysts, Second Edition (CQ Press, 2006). He is past Chair of the American Society for Public Administration's Section of Personnel and Labor Relations, and also a former policy analyst with the National Science Foundation. He was previously the Huey McElveen Distinguished Professor at Louisiana State University, and has assisted local jurisdictions on matters of team building, strategic planning, and citizen participation.

Foreword
Preface
Introduction
Acknowledgments
Introducing Public Sector Project Management
Public Sector Project Management-Getting beyond the Confusion
What Are Public Projects?
Journalists' Questions
What Is Public Sector Project Management?
The Project Vision
Financing Public Projects
Project versus Program and General Management
Who Are the Public Sector Project Managers?
Types of Public Sector Project Managers
Skills, Attributes, and Requirements of Public Sector Project Managers
Continuity and Change in Public Sector Project Management
Leadership and Managerial Competencies
Ethics and Internal Controls
Rules and Regulations
Downsized Government and �the Hollow State�
Bashing the Bureaucracy
Managerial and Political Pushback
Political Ideology
How Public Projects Succeed and Fail
Endnotes
A Strategic Framework for Public Sector Project Management
The Framework and the Principal-Agent Challenge
Starting with the Right Plan
Selecting the Right Agents
Selecting the Most Experienced and Motivated Agents
Entering into the Right Agreements
Allocating Contract Risk
Contracts and Asymmetry of Information
Monitoring and Controlling the Project Execution
Ensuring Adequate Information about the Project Work
Enforcing Appropriate Agreements
Maintaining Active Involvement in the Operation and Maintenance of the Asset or Assets Created by the Project
Placing the Strategic Management Framework in Context
Endnotes
Project Planning, Part 1: Getting the Concept Right
Getting It Right: The Preliminary Steps of Public Sector Project Planning
Identifying the Correct Problem
Questioning Presumptions
Understanding the Project Context and Stakeholders
Understanding and Complying with Legal Requirements
Developing Realistic Preliminary Project Cost Estimates
Analogy-Based and Parametric Cost Estimating
Life-Cycle and Independent Cost Estimates
Concluding the Preliminary Project Planning Phase with a Feasibility Study
Endnotes
Project Planning, Part 2: Developing and Refining the Process
The Project Accountability Structure
Establishing the Right Project Internal Control Structure
The GAO's Five Standards for Internal Controls
Control Environment
Risk Assessment
Control Activities
Control Activities Specific for Information Systems
Information and Communications
Monitoring
Project Documentation
Preventing Fraud in Public Projects
Developing Clear Project Specifications
Specifications and Alternative Project Delivery Methods
Indefinite Delivery/Indefinite Quantity Contracts
Performance versus Design Specifications
Concluding the Intermediate Planning Stage
Endnotes
Project Planning, Part 3: Finalizing the Process
Developing the Project Schedule
Owner's Schedule in a Design-Bid-Build Public Construction Project
Scheduling the Project Work
The Work Breakdown Structure
Development of a Logic Diagram
Determination of the Schedule's �Critical Path�
Putting It All Together: The Importance of Realistic Scheduling
Refining Project Cost and Risk Estimates
Refining the Cost Estimate
Refining Risk Assessments
Technology Risks
Brainstorming and Sensitivity Analysis in Assessing Risks
Putting It All Together: Developing Realistic Presumptions behind Cost and Risk Estimates
Questioning Presumptions
Moving from a Realistic Cost Estimate to an Affordable Project Budget
Presenting Cost Estimates and Budgets to Project Stakeholders
Pulling Together the Planning Steps
Endnotes
Selecting the Best Agents, Part 1: Building the Project Team
Who Is on the Project Management Team?
What Are the Team Dynamics?
Establishing a Cohesive and Committed Team
Ensuring That Team Personnel Are Qualified
The Need for Clear Lines of Authority and Communication
Maintaining Clear Lines of Authority When Using Contractors
Ensuring an Appropriate Managerial Accountability Structure
Coaching the Team on Legal Requirements and Ethical Practices
Motivating the Project Team
Endnotes
Selecting the Best Agent, Part 2: Contractors and Consultants
Procuring Contractors and Consultants
Public Sector Procurement Rules
Key Characteristics of a Successful Procurement System
Transparency
Accountability
Integrity
Competition
Barriers to Competition in Long-Term Contracting
Proprietary Specifications
Organizational Alignment and Leadership
Human Capital Management
Knowledge and Information Management
Due Diligence in Selecting Contractors and Consultants
Selecting the Best Agents: Putting It All Together
Endnotes
Enacting Advantageous Agreements
The Essential Elements of Contracts
Allocating Contract Risks
The Contract Pricing Structure
Firm-Fixed-Price Contracts
Fixed-Price Incentive Contracts
Cost-Reimbursement Contracts
Cost-Plus-Fixed-Fee Contracts
Cost-Plus-Incentive-Fee and Cost-Plus-Award-Fee Contracts
Getting the Incentives Right
Cost-Plus-a-Percentage-of-Cost Contracts
The Contract Pricing Structure and Project Planning
Contract Provisions and Project Risk
Implied Warranties and Duties
Express Contractual Guarantees and Warranties
Breach-or-Contract Provisions
Clear Scopes of Work
Endnotes
Controlling Public Projects
Measuring Project Progress
Updating Project Records
Analyzing the Project Data Using Earned Value Management
Evaluating and Correcting Project Problems
Focusing on Quality in Projects
Controlling Cost Growth and Cost Overruns
Enforcing Agreements
Partnering and Change Orders
Keeping Stakeholders Informed of the Project's Progress
Endnotes
Project Closeout and Beyond
Final Steps in the Closeout Process
Evaluating the Contractor
Publicizing the Completed Project
The Project or Program Operational Stage
Maintaining Public Projects over the Long Term
Conclusion
Endnotes
Discussion Examples Used in This Book
Master List of Tips for Success for Public Sector Project Managers
Project Planning: Getting the Concept Right
Correctly identifying the problem
Questioning presumptions
Understanding the project context and stakeholders
Developing realistic preliminary project cost and risk estimates
Developing and Refining Project Planning (internal controls and project specifications)
Establishing the right project internal control structure
Two important project control activities
Developing clear project specifications
Specifications and alternative project delivery methods
Performance versus design specifications
Finalizing Project Planning (schedule and cost estimation)
Developing the project schedule
Scheduling the project work
Refining the cost estimate
Refining risk assessments
Developing realistic presumptions behind cost and risk estimates
Building the Project Team
Establishing a committed and cohesive team
Ensuring the team personnel are qualified
The need for clear lines of authority and communication
Ensuring an appropriate managerial accountability system
Coaching the project team on legal requirements and ethical practices
Motivating the project team
Procuring Contractors and Consultants
Successful public procurement characteristic: Transparency
Successful public procurement characteristic: Accountability
Successful public procurement characteristic: Integrity
Successful public procurement characteristic: Competition
Successful public procurement characteristic: Knowledge and information management
Successful procurement characteristic: Due diligence in selecting contractors and consultants
Enacting Advantageous Agreements
The contract pricing structure
Contract provisions and project risk
Clear scopes of work
Controlling Public Projects
Measuring project progress
Updating project records
Analyzing the project data
Evaluating and correcting project problems
Focusing on quality in projects
Controlling cost growth and cost overruns
Project Closeout and Beyond
Final steps in the closeout process
The project or program operational stage
Maintaining public projects over the long term
Websites of Interest to Public Sector Project Managers
American Academy of Certified Public Managers
The American Association of State Highway and Transportation Officials (AASHTO)
American Management Association
American National Standards Institute (ANSI)
American Public Works Association
American Society for Quality
The Association for the Advancement of Cost Engineering (AACE International)
Building Design and Construction
Committee of Sponsoring Organizations of the Treadway Commission (COSO)
Construction Management Association of America
The Construction Specifications Institute
Defense Contract Audit Agency
Defense Contract Management Agency
Federal Acquisition Institute
Federal Acquisition Regulation Homepage
Federal Business Opportunities
International Cost Engineering Council
The International Council on Systems Engineering
The International Journal of Project Management
The National Center for Public Productivity
The National Certified Public Manager Consortium
Past Performance Information Retrieval System
Project Management Institute
The Public Manager
Public Works Management and Policy
R.S. Means
The Society of Cost Estimating and Analysis
The United States Government Accountability Office
The University of Wisconsin Certified Public Manager Program
References
Index

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