Leading Megaprojects A Tailored Approach 1st edition by Mounir Ajam 9781000046762 1000046761

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ISBN 10: 1000046761
ISBN 13: 9781000046762 
Author: Mounir A. Ajam

Leading Megaprojects A Tailored Approach 1st Table of contents:

Part A: Current Reality to Tailored Approach
Section I: Setting the Scene
Chapter 1: Book Introduction
1.1 Something to Think About
1.2 Why a Book on Megaprojects?
1.3 The Blockers
1.4 Human Progress and the Giants
1.5 The Title of the Book
1.5.1 Leading Megaprojects
1.5.2 A Tailored Approach
1.5.3 Enabling Executives
1.6 Our Approach
1.7 Proposed Solution
1.8 Depth of Coverage
1.8.1 Integration of Various Aspects
1.8.2 Practitioner Perspective
1.8.3 What Is Not Included?
1.9 Book Structure
1.9.1 Part A: Current Reality to Tailored Approach
1.9.2 Part B: The Simulation
1.9.3 Closing
1.10 Chapter Closing Comments

Chapter 2: Relevant Definitions
2.1 Introduction
2.2 Definitions
2.2.1 Project Versus Program
2.2.2 Project Versus Product
2.2.3 Life Cycles
2.2.4 Phases and Stages
2.2.5 Gates
2.2.6 Project and Organizational Project Management
2.2.7 Capital Project
2.2.8 Megaproject
2.2.9 Asset Management
2.2.10 Project Owner and Service Provider
2.2.11 Methodology, Method, Tailored Methods
2.2.12 Agile and Agility
2.2.13 Project Classification
2.2.14 Success and Failure
2.2.15 Assessing Performance
2.2.16 Organization
2.3 Closing Comments

Chapter 3: The Literature Review
3.1 Introduction
3.2 A Summary of the References
3.2.1 References from Professional Associations
3.2.2 Project Management for Engineering and Construction
3.2.3 Industrial Megaprojects and Capital Projects
3.2.4 The Oxford Handbook of Megaproject Management
3.2.5 The Construction Industry Institute
3.2.6 Other References
3.2.7 Comparing the References
3.3 Closing Comments

Chapter 4: Professional Associations
4.1 What Exists?
4.2 The Project Management Institute
4.3 Chapter Closing

Section II: The Challenges—Current State of Practice
Chapter 5: Observed Challenges
5.1 Introduction to the Section
5.2 “The One Thing”
5.3 The Observed Challenges
5.3.1 Politics in Infrastructure (Good and Bad)
5.3.2 The Complexity of Megaprojects
5.3.3 Culture of Fixed Price
5.3.4 Culture of Low Bid
5.3.5 Overdependence on Contractors and Management Consultants
5.3.6 Project Owners’ Competence
5.3.7 Change Management
5.3.8 Lack of Appreciation of Uncertainty
5.4 Closing Remarks

Chapter 6: Insights from the Global Community
6.1 Introduction
6.2 A Venting Moment
6.3 Perspectives and Mindsets
6.3.1 Forecasting Challenges
6.3.2 Do Numbers Lie?
6.4 The Statistics
6.4.1 Industrial Megaprojects
6.4.2 Capital Projects
6.4.3 The Oxford Handbook of Megaproject Management
6.4.4 Study on Australian Projects
6.4.5 Other Stats
6.4.6 Summary of the Statistics
6.5 The Challenges
6.5.1 Balancing the Triple Constraints
6.5.2 Clarity of Objectives
6.5.3 The Front End and Scope Definition
6.5.4 Absence of Formal Project Management in the Front End
6.5.5 Complexity and Number of Stakeholders
6.5.6 Organizational Competence and Capacity
6.5.7 Scheduling
6.5.8 Cost Reduction
6.5.9 The Illusion of Risk Transfer
6.5.10 Blame Culture
6.5.11 Infrastructure Unique Challenges
6.5.12 Other challenges
6.6 Chapter Closing

Chapter 7: A Tale of Two Megaprojects
7.1 Introduction
7.2 Common and Differentiating Features
7.3 Performance Results
7.3.1 North American Project
7.3.2 Asian Project
7.4 Contributing Factors
7.4.1 NAP Challenges
7.4.2 NAP Opportunities
7.4.3 AP Challenges
7.4.4 AP Opportunities
7.5 Performance Conclusions
7.6 Chapter Closing

Chapter 8: Other Case Studies
8.1 Introduction
8.2 The Case Studies
8.2.1 The Cart Before the Horse
8.2.2 Nice Guys and Leadership
8.2.3 Do We Need to Operate This Facility?
8.2.4 Optimism Bias
8.2.5 Other Case Studies
8.3 Chapter Closing

Chapter 9: Section II Summary and Closing
9.1 Introduction
9.2 Summary of the Challenges
9.3 Closing Comments

Section III: Critical Concepts for Megaproject Leadership
Chapter 10: The Critical Concepts, Overview
10.1 Introduction to the Section
10.2 Challenges to Opportunities
10.3 Chapter Closing

Chapter 11: Leading Practices and Considerations
11.1 Introduction
11.2 Why Do We Need Leading Practices?
11.3 Construction Industry Institute
11.3.1 Some of the CII Claims
11.3.2 What Are Some of the CII Best Practices?
11.4 Independent Project Analysis
11.4.1 Front-End Loading (FEL)
11.4.2 FEL Index
11.4.3 Integrated Teams
11.4.4 Capital Projects Rules
11.5 Other Leading Practices
11.5.1 Intermittent Project Reviews
11.5.2 Sustainability
11.6 Chapter Closing

Chapter 12: Organizational Competence and Capacity
12.1 Introduction
12.2 What Is the Organizational Project Management Function?
12.3 Why Do Organizations Need the OPMF?
12.4 How to Transition Out of the Over-Dependence
12.5 A Historical Perspective (Side-Tracking a Bit)
12.6 Organizational Project Management Systems
12.7 Executive and Senior Management
12.7.1 Learn the Fundamentals
12.7.2 The Responsibility
12.7.3 The Consequences
12.8 Building and Sustaining the Organizational Project Management Function
12.8.1 Overview
12.8.2 The Fundamental Elements
12.8.3 The Differentiating Elements
12.8.4 Strategic and Organizational Aspects
12.8.5 Governance
12.8.6 Executive Development
12.9 Chapter Closing

Chapter 13: Mega: Projects, Programs, Assets
13.1 Introduction
13.2 Project Versus Program
13.3 The Asset Question
13.4 Asset Management
13.5 Chapter Closing

Chapter 14: Section III Closure
14.1 Introduction
14.2 National Project Management Authority
14.3 What Would the NPMA Do?
14.4 Closing comments

Section IV: The Tailored Approach for Megaproject Development
Chapter 15: Introduction to the Tailored Approach
15.1 A Look Back
15.2 This Section
15.3 Organizational Project Management
15.4 Does CAMMP™ Apply to Megaprojects?
15.5 Success One Step at a Time
15.6 Why a Stage-Gate Model?
15.7 A Bit of Psychology

Chapter 16: Critical Success Factors
16.1 Introduction
16.2 CAMMP™ Critical Success Factors (Principles)
16.2.1 Must Link Methods to Organizational System
16.2.2 Customize and Adapt to Industry and Project Type
16.2.3 Tailor to a Given Project Classification
16.2.4 Follow a Stage-Gate Process
16.2.5 Integrate a Project Life Cycle with Processes
16.2.6 Consider Product and Delivery Processes
16.2.7 Implement Project Success Model with Benefits Realization
16.2.8 Incorporate Industry Leading Practices
16.2.9 Capture Lessons Learned Throughout the Project
16.2.10 Defined Roles and Responsibilities
16.2.11 Integrate Competence and Sustainability
16.3 Megaprojects Critical Success Factors
16.3.1 Industrial Megaprojects Recommendations
16.3.2 Barshop’s Four Principle Practices
16.3.3 Balancing the Triple Constraints
16.3.4 Shaping/Framing
16.3.5 Control the Lock-in Effect

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