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.

With flair and an originality of approach, Crundwell brings his considerable experience to bear on this crucial topic. Uniquely, this book discusses the technical and financial aspects of decision-making in engineering and demonstrates these through case studies. It’s a hugely important matter as, of course, engineering solutions and financial decisions are intimately tied together. The best engineers combine the technical and financial cases in determining new solutions to opportunities, challenges and problems. To get your project approved, no matter the size of it, the financial case must be clear and compelling. This book provides a framework for engineers and scientists to undertake financial evaluations and assessments of engineering or production projects.

Reviews basic principles and presents techniques for evaluating and making decisions about investments and the acquisition of capital projects in industry and the private sector. Provides management and control techniques for construction of facilities or installation and operation of machinery and equipment. Covers sensitivity analysis and methods for ranking projects. Discusses the limitations of various methods. Explains how to carry out economic studies for the proper allocation of capital spending.

(Authored in 2005.) In his preface, Waite explains that ""[N]on-architects are often placed in positions of leadership or responsibility in a capital project process. Administrators, managers, and academics, while no doubt experts within their own specialties, often have little or no training to prepare them for a role in a major capital project. The purpose of this book is to provide the non-architect with a broad framework of understanding in the steps, phases, and sequence of planning, designing, and delivering a capital project."" In addition to appealing to ""non-architects,"" this book should also appeal to architects who (a) may wish to understand what those non-architects are learning from this book and (b) may wish to purchase for distribution to clients or potential clients as part of the information process.

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.

Whether you are a project manager tasked with overseeing an outsourced capital project or an owner investing in a major project critical to the future of your business, you are most likely starting at a disadvantage. A savvy contractor's project team is likely to be populated with project management professionals who have read an abundance of literature on how to maximize project value for themselves. Unfortunately, as any book search will show you, there is virtually no guidance out there for how to successfully oversee a capital project from an owner's perspective. In project management terms, the client or owner is just a "managed external stakeholder." The book is intended to bridge the gap between knowing how to run a project and knowing how to oversee one. Readers of the POG will find out that project oversight and project management are uniquely different disciplines. Bad project oversight can make an otherwise good project fail, whereas good oversight can lead a substandard project team or contractor to succeed in delivering the expected return on investment. Did you know that, when done right, project oversight more than pays for itself? By reading the POG, students of project management, project management professionals, and owners will gain insight into all facets of the oversight of capital projects, including tools and techniques, organizational design, best practices, behaviors, and processes. The POG packages this information in an examples-based look-see at real situations and lessons learned from the field. WORDS OF PRAISE and REVIEWS The Project Oversight Guide is a much needed and significant addition to project management literature. Well done! --Robert Brese, Former CIO, Department of Energy The framework in The Project Oversight Guide drives project performance to a "win-win" outcomes for owners and contractors! --Kelly Powers, President, Williams Industrial Services If you read this book, it will surely improve the prospects for your capital projects ending in a more predictable and successful outcome. --Cliff Eubanks, 36-year Oversight Senior Executive

The landscape for implementing energy efficient projects is rapidly changing and the need for energy project financing has never been greater. This book provides the key success factors for structuring a finance energy project and getting it approved by top management. Part I covers the need for financing as well as the basic concepts. Part II covers some practical applications of financing such as performance contracts, power purchase agreements and other items like PACE financing. Part III contains articles that have helped many engineers get more projects implemented as they include information that can be used to present projects and get them approved.