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