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Challenges and Best Practices of Managing Government Projects and Programs

Book Description

Challenges and Best Practices of Managing Government Projects and Programs provides a crucial foundation for practitioners, researchers, policymakers, as well as constituents to realize the benefits governments can bring to their people.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Table of Contents
  5. Executive Summary
  6. Acknowledgements
  7. 1. Introduction
    1. 1.1. Motivations and Objectives
    2. 1.2. Literature Review
      1. 1.2.1. Poor Performance Management of Government Projects and Programs
      2. 1.2.2. Challenges of Managing Large and Complex Projects and Programs
      3. 1.2.3. Efforts to Improve Project Performance
    3. 1.3. Research Approach and Data Analysis
      1. 1.3.1. Research Questions
      2. 1.3.2. Content Analysis
      3. 1.3.3. Project Demographics
  8. 2. Key Characteristics of Government Projects and Programs
    1. 2.1. Non-Financial Benefits
    2. 2.2. Political Environment
    3. 2.3. Formal Processes
    4. 2.4. Megaprojects
    5. 2.5. Long Product Life Cycle
    6. 2.6. Multiple Stakeholders
  9. 3. Recommendations for Government Projects and Programs
    1. 3.1. Non-Financial Benefits
      1. 3.1.1. Identify Clear Non-Financial Benefits in the Business Case
      2. 3.1.2. Ensure that Target Benefits are Realistic and Achievable
      3. 3.1.3. Establish an Agreed-Upon Evaluation Methodology for Project Benefits
      4. 3.1.4. Evaluate the Impact of the Project on the Achievement of Strategic Goals
    2. 3.2. Political Environment
      1. 3.2.1. Consider Legal Consultation to Ensure that Proposed Ideas are in Line with Current Legislation
      2. 3.2.2. Consider Financial Consultation to Improve Understanding of Economic Aspects of the Project
      3. 3.2.3. Ensure that the Project is Aligned with Agencies’ Strategies
      4. 3.2.4. Consider Public-Private Partnership (PPP) when Appropriate
      5. 3.2.5. Ensure PPPs are Economically Feasible
      6. 3.2.6. Provide Project Managers More Authority
    3. 3.3. Formal Process
      1. 3.3.1. Establish and Follow Government Project Management Framework and Processes
      2. 3.3.2. Follow Formal Planning and Estimating Processes that Incorporate Lessons Learned
      3. 3.3.3. Follow a Formal Risk Management Process
      4. 3.3.4. Follow Formal Project Monitoring and Change Management Processes
      5. 3.3.5. Establish and Follow Project Governance Framework
    4. 3.4. Megaprojects
      1. 3.4.1. Develop a Base Cost Estimate and Integrated Master Schedule (IMS) for Megaprojects
      2. 3.4.2. Align the Project Cost with the Annual Budget Cycle
      3. 3.4.3. Consider Off-the-Shelf Solutions Over High-Risk New Development when Possible
      4. 3.4.4. Split Programs into Smaller Manageable Projects for Tight Project Control
      5. 3.4.5. Develop Contingency Plan and Monitor Risks
      6. 3.4.6. Identify Training Needs for Large-Scale Megaprojects
    5. 3.5. Long Product Life Cycle
      1. 3.5.1. Ensure Robust Design and Quality Management Process
      2. 3.5.2. Reduce the use of Unapproved (Too Advanced) Technologies
    6. 3.6. Multiple Stakeholders
      1. 3.6.1. Engage Procurement Personnel on the Project Team
      2. 3.6.2. Consult the Business Community when Relevant
      3. 3.6.3. Coordinate the Project with Existing Operations
      4. 3.6.4. Establish Interagency Agreements for Cross-Agency Projects
  10. 4. Discussion
    1. 4.1. Most Common Frameworks and/or Principles Used
    2. 4.2. Critical Factors Affecting Project Performance
    3. 4.3. Statistical Analysis
    4. 4.4. Project Typology
    5. 4.5. Additional Key Findings and Implications
  11. 5. Concluding Remarks
  12. 6. Appendix
  13. 7. References