This report is one of a series of studies by the NAO which examine key factors involved in improving project performance in defence equipment procurement, with the aim of establishing best practice in relation to a theoretical 'gold standard' developed by assessing and comparing results of overseas and commercial operations. Following on from the first report in the series (HCP 30, session 2005-06, ISBN 0102932611) which identified the contract as a key component of project control, this report sets out recommendations on how the Ministry of Defence and its industry partners can best use the contract to maximise the likelihood of successful project outcomes. (It does not examine methods (competitive or otherwise) the MoD might pursue to select a potential supplier, as the effective use of competition will be the subject of a future report). More information on the evidence underlying the recommendations in this report and the gold standard criteria developed can be found on the website: www.naodefencevfm.org

The evidence continues to grow that the effective management of risk is the very kernel of successful project management. Its absence frequently leaves project sponsors lamenting missed objectives and shareholders coming to terms with an organisation’s poor bottom line performance. Dr Robert Chapman's The Rules of Project Risk Management stands out from other risk management texts because it provides very practical guidance, supported by numerous mini case studies, many of which have attracted considerable publicity. The book brings to life both the benefits of project risk management when effectively applied and the ramifications when it is misunderstood or receives scant attention. The structure of the book is based on International Standard ISO 31000 seen through the lens of general systems theory - where projects are undertaken by organisations which have an external context and internal sub-systems. A project system is seen to be composed of seven key subject areas. Practical short ’rules’ or implementation guidelines, written in an engaging style, are offered to support each of these subject areas and aid quick assimilation of key risk management messages. Each rule focuses on a specific aspect of effective risk management which warrants attention in its own right. Taken together the rules will provide those implementing projects with the building blocks to secure a project’s objectives. They have been drawn from a wealth of experience gained from applying risk management practices across multiple industries from Europe to Africa, the Middle East and Asia.

In 1999 the European Union introduced a Directive that require the UK to reduce the amount of biodegradable waste disposed of in landfill. By 2010 we have to landfill 75% of the amount landfilled in 1995. This figure reduces to 50% by 2013 and 35% by 2020. If the target is not met then the UK could be fined for non-compliance. So far DEFRA has spent £336 million on initiatives to reduce the amount of landfill, but reductions have been offset by growth in the amount of waste produced and there is a risk that the targets will not be met. An emphasis on recycling alone is not enough. DEFRA needs to focus on helping the 25 authorities that send most to landfill and help develop alternative waste facilities, as well as encouraging more households to recycle and compost. This examination of the problem is in four parts: 1) England needs to reduce the amount of biodegradable municipal waste disposed through landfill; 2) earlier delays I taking action made European Union targets more difficult to achieve; 3) without a step change in existing local authority plans, England will not achieve its share of the reductions in landfill the European Union requires by 2010 and 2013; 4) recycling and minimisation need to contribute more to reducing the amount of biodegradable municipal waste sent to landfill.

This text offers an in-depth examination of the law on government contracts and develops a challenging approach which views government contracts from a public law perspective as opposed to a matter for private law.

This book considers offshore client/supplier relationships' biggest challenges, including the protection of intellectual property, and managing knowledge transfer and offshore outsourcing at project level. Based on over 150 interviews and case studies, this is an invaluable read for managers and researchers looking to learn from real experiences.

Projects are risky undertakings, and risk management is recognised as an integral part of managing the project. Managing Risk in Projects places risk management in its proper context in the world of project management and beyond, emphasising the central concepts essential to understanding why and how risk management matters, and presenting proven practical approaches to addressing risk in any project. The risk management world has changed significantly since the first edition, with advances in risk management practice reflected by changes in international standards and guidelines, as well as significant developments in their implementation. This second edition reflects these changes, and has been completely updated to address progress in the practical application of risk management to projects. Two new chapters have been added, the first discussing how to manage risk in complex projects, and the second considering the role and influence of risk leaders outside the project arena in setting the context and environment for successful risk management. New material also addresses enterprise risk management and risky decision-making. Throughout, the book offers a concise description of current best practice in project risk management whilst introducing the latest developments, to enable project managers, project sponsors and others responsible for managing risk on projects to do just that – effectively.

Arms purchases are among the most expensive, technologically challenging and politically controversial decisions made by modern-day governments. Superpower spending on weapons systems is widely analysed and discussed. But defence procurement in smaller industrial countries involves different issues which receive less attention. This volume presents a general framework for understanding smaller country defence procurement supported by country, industry and project studies. Part I provides a general framework for analysing smaller country defence procurement, focusing on the formation of national defence capabilities. The framework is then used to analyse issues around the development of procurement demand, the characteristics of defence industry supply, contracts and relationships between buyers and sellers, and government policy for defence procurement and industry development. Part II focuses on defence procurement in seven smaller industrial nations with widely varying historical and political settings (Australia, Canada, Israel, Singapore, Spain, Sweden and The Netherlands). Part III consists of two Australian case studies of the procurement issues raised in, respectively, the naval shipbuilding industry and in a major, complex defence project. The book addresses the needs of public and private sector managers, military planners, procurement specialists, industry policy-makers, and defence procurement and industry educators. It presents general principles in an accessible manner and points to real-world experience to illustrate the principles at work. Therefore it will be of interest to scholars and practitioners in defence economics, strategic procurement, public sector procurement, and defence industry policy.