A real-world framework for driving capital project success Capital Projects provides an empirically-based framework for capital project strategy and implementation, based on the histories of over 20,000 capital projects ranging from $50,000 to $40 billion. Derived from the detailed, carefully normalized database at preeminent project consultancy IPA, this solid framework is applicable to all types of capital investment projects large and small, in any sector, including technology, life sciences, petroleum, consumer products, and more. Although grounded in empirical research and rigorous data analysis, this book is not an academic discussion or a conceptual dissertation; it's a practical, actionable, on-the-ground guide to making your project succeed. Clear discussion tackles the challenges that cause capital projects to fail or underperform, and lays out exactly what it takes to successfully manage a project using real-world methods that apply at any level. Businesses report that 60 percent of their projects fail to meet all business objectives, and IPA's database shows that projects' final average net present value undershoots initial estimates by 28 percent. This book provides concrete, actionable solutions to help you avoid the pitfalls and lead the way toward a more positive outcome. Avoid the missteps that make capital projects fail Learn the specific practices that drive project success Understand what effective capital project management entails Discover real-world best practices that generate more value from capital When capital projects fail, it is almost always preventable. Inefficiency, underestimated timelines, and unforeseen costs are the primary weights that drag a project down—and they are all avoidable with good management. Capital Projects gives you the insight and practical tools you need to drive a successful project.

Recurrent problems with project performance in the U.S. Department of Energy (DOE) in the 1990s raised questions in Congress about the practices and processes used by the department to manage projects. The 105th Committee of Conference on Energy and Water Resources directed DOE to investigate establishing a project review process. Many of the findings and recommendations in this series of reports identified the need for improved planning in the early project stages (front-end planning) to get the project off to the right start, and the continuous monitoring of projects by senior management to make sure the project stays on course. These reports also stressed the need for DOE to act as an owner, not a contractor, and to train its personnel to function not as traditional project managers but as knowledgeable owner's representatives in dealing with projects and contractors. The NRC Committee for Oversight and Assessment of Department of Energy Project Management determined that it would be helpful for DOE to sponsor a forum in which representatives from DOE and from leading corporations with large, successful construction programs would discuss how the owner's role is conducted in government and in industry. In so doing, the committee does not claim that all industrial firms are better at project management than the DOE. Far from it-the case studies represented at this forum were selected specifically because these firms were perceived by the committee to be exemplars of the very best practices in project management. Nor is it implied that reaching this level is easy; the industry speakers themselves show that excellence in project management is difficult to achieve and perhaps even more difficult to maintain. Nevertheless, they have been successful in doing so, through constant attention by senior management.

Project Planning, Appraisal, and Control is an all-inclusive book intended to meet the necessities of postgraduate management students specializing in the area of finance. The purpose of this book is to acquaint readers with the theoretical and practical aspects of project management in an organization to maximize its value through various examples and revelations. This book makes the reader familiar with the objectives of project planning and various phases of projects. This book deals with the planning of the project with references to phases of capital budgeting and levels of decision making in an organization. It explains the various project charts and layout and also gives the details of the work schedules. It deals with the topic like project life cycle, project selection, feasibility study, and techniques like PERT and CPM. The techniques of project risk analysis and financial analysis have been discussed in detail with the help of sufficient numerical examples. It also contains the administrative aspects of capital budgeting and issues involved in project review. Most importantly the book includes several chapter-end problems and questions to test students’ understanding of the subject. The main thrust of the book has been to bring home the concept clearly in the minds of readers.

The volumes in this series may be likened to a complete case study of Tesla through the end of 2018. Many popular media articles are excerpted, abridged to illustrate points of theoretical emphasis. This keeps the story alive, meaningful, and urgent. Strategic management is a corpus of scholarship in the Academy of Management, as is technology and innovation management. Project management is found academically within operations management, and led in practice by the Project Management Institute. The volumes in this series intersect where these fields meet and capital projects are planned, budgeted, and financed. Volume I tells the Tesla story and then presents chapters that address, in order: corporate governance and project stakeholder or communication management, project portfolios as strategic corporate portfolios, and an executive-level review of the best-practice project management paradigm, as applied to capital projects. The epilogue takes the story through the end of 1Q2019 and offers additional commentary.

Project managers are needed in many different industries, including computer services, architecture, engineering, local and federal governments, and private industry. And many different kinds of organizations utilize a Capital Improvement Program (CIP). However, very few project managers operating under the auspices of a CIP have any formal technical training or education in project management. These project managers are often thrust into positions in which they have little experience, and they quickly need the necessary information on project management presented in a clear and accessible way. In The Project Management Handbook, author Kevin Vida provides a practical, easy-to-understand description of how a CIP project is developed, executed, monitored, and completed. This book provides a clear and detailed explanation of what steps are required and what roles and responsibilities a project manager must fulfill in executing a CIP project successfully. The chapters are divided into phases, and then progressive tasks, and then steps, so the reader can start at the beginning and develop an understanding of project management under a CIP along the way. The book begins with the basics of project management and CIPs before tracing the life cycle of the CIP project from start to finish. This book is an essential resource for project managers who need to learn the ropes quickly, for students who need information on CIP project management, and for professionals who need a quick and handy reference.