The Strategic Management of Large Engineering Projects – Shaping Institutions, Risks & Governance
Strategic Management of Research & Development Projects
STRATEGIC MANAGEMENT OF ENGINEERING COLLEGE LIBRARIES IN KARNATAKA This book deals with the strategies to be used in managing libraries and information centers in general and engineering college libraries in particular.Different aspects like location, ambiance , administration and management of staff and change management, preservation and conservation strategies in the changing library and information science environment are discussed.This book is the first of its kind with regard to strategic management of engineering college libraries. It felicitates the rejuvenation and promotion of the libraries and its resources to the faculty, research scholars and students of an engineering college library and information center.Library professionals can get many clues to better manage their libraries and make them an attractive place for contemplation and studies in the internet age
The essence of Web engineering is to successfully manage the diversity and complexity of Web application development and, therefore, to avoid potential failures that may bring about grave consequences. Many failures associated with Web application projects are the consequences of poor awareness of the risks involved and the weak management of these risks. In this regard, effective risk management has become the essential factor in ensuring the success of the Web project management. In this book, we discuss the typical Web application characteristics, the challenges present in Web application development, reviews the problems and limitations of current Web development practices and their implications. It also provides an overview of the current state of the art in software project risk management as well as reviews of the issue of software project risk and current risk management approaches and techniques. Additionally, the book proposed a new risk management process model intends to improve the risk management, to facilitate risk avoidance before the design process start and to increase the prospects of early risk management
Despite their considerable growth in last few decades, Emerging Markets face numerous risks that have the potential to slow down or obstruct their development.In this book risks facing organizations operating in emerging markets and Jordan in particular are identified. Second, the role of Business Continuity Management (BCM) in emerging markets is discussed. Third, an integrated framework for BCM and Strategic Planning is proposed. These issues are significant since they represent the role of BCM in highly dynamic and fast changing business environments. The book provides a discussion of the significance of BCM in reducing or preventing risks facing organizations operating in emerging markets, especially those in Jordan.
This capstone project assesses the restructuring of the Department of Engineering and Building Management (DEBM) within Kosova’s Ministry of Public Administration (MPA). There are serious capacity shortages and delays in implementation of projects, in existing structure of DEBM and changes are required to be implemented. The technical issues have been considered with the mission of the DEBM/MPA for permanent placement of government staff. Data was collected from major projects. This report provides tables and expenditures allocations of capital investment by all ministries in particular that of MPA and DEBM. Capital expenditures on the tables can be observed easily that some ministries have very large sums of allocated budget and expenditure. This has come as the government responded that governmental program has several priority sectors for investment. Then, the priority of the project is to focus on meeting with professional staff of DEBM. Added to this the budget can be necessary for the completion of this unique project. Comparing DEBM capital investment expenditures with investment on professional staff will not have a big impact on total budget of MPA
This book focuses on strategic planning and management. The book comprises three parts. The first part looks at the theoretical underpinnings of strategic planning and management. The second part looks at application of strategic planning and management in Zambia. This part gives practical examples of institutions that have applied strategic planning and their experiences in terms of performance and achieving objectives. The third part looks at challenges of applying strategic planning and management in the 21st century. It is a useful book to both students and practitioners in the field of Management.
It is widely acknowledged that economic value in corporations cannot be created without the retention of some risk. While this leads to a need for the integration of risk management and strategic planning, academia has overwhelmingly treated the two in isolation. In this book, Tarek En-Nazer presents a survey of the risk management practices among Austria''s 350 largest nonfinancial companies. The survey provides two major insights: first, managers understand the need of integrating risk and strategic management but lack the expertise and management tools to achieve this. Second, Miles and Snow''s proposition that each generic corporate strategy entails specific threats is supported. The author develops a model of Strategic Risk Management, consisting of three steps in a continuum: the definition of risk appetite, the choice of strategy and the identification of strategic risks. Referring to this model will help management identify those risks that must be retained to achieve long-term corporate goals. It thus represents an important step in bridging the gap between risk and strategic management.
The aim of this book is to develop a risk management model to be used for large scale development projects in developing countries. Such a model can help project managers of this type of projects to gear their projects through different risk environments. Due to high level of risk associated with large scale development projects, the traditional risk management approach, which assumes that risk can be predicted and budgeted early on, is not adequate for application in the context of these projects. Each large scale project has a high level of uniqueness that renders benchmarks from databases generated out of previous projects obsolete. Therefore, a reactive risk management approach is being promoted. The model illustrated in this book includes categories of risk that will help in risk identification, key milestones, at which risks need to be managed, interim risk management processes, a risk mitigation guide to be used in defining the proper measures for each risk, and KPIs that will help in measuring the success of adopted measures. This model is investigated in the context of developing countries where investments in general are characterized by a high level of risk.
Event Management is a professional field of practice that requires sophisticated skills in strategic planning and analysis, risk assessment, marketing, budgeting, cash flow planning, event proposal development and many other topics. The project nature of events, as well as the range of risks they carry (including financial risk), ensures that skilled and knowledgeable management personnel are required in the industry. Indeed, many major projects in today's corporate world are one-off events requiring these skills. Therefore, public and commercial events and projects are increasingly taking the step of appointing professionally trained personnel to senior positions.
Since South Africa is a developing state, the roles of the parastatals in stimulating economic growth and contributing to the alleviation of unemployment and poverty eradication are inevitable. South African parastatals find themselves with numerous initiatives that become projects as part of these initiatives. The projects vary from small to large capital investments. Parastatals are strategic assets that need to account for taxpayers’ funds. This thesis considers that the executed projects can add value only if there is a link to the strategic objectives. The effectiveness of this link can be established by having benefit realisation metrics. The metrics should have a process of measuring performance of projects based on strategic objectives. The thesis views projects that are executed outside strategic objectives as not viable. Without a clear process of using strategic objectives as a guide to measure success of projects, the expenditure in parastatals will remain unaccounted for, resulting in what could lead to a PFMA issue. The argument is that the lack of strategic leadership has resulted in the challenges facing parastatals with regard to capital expansion.
Book DescriptionIn this volume the methodological aspects of the scenario logic and probabilistic (LP) non-success risk management are considered. The theoretical bases of scenario non-success risk LP-management in business and engineering are also stated. Methods and algorithms for the scenario risk LP-management in problems of classification, investment and effectiveness are described. Risk LP- models and results of numerical investigations for credit risks, risk of frauds, security portfolio risk, risk of quality, accuracy, and risk in multi-stage systems reliability are given. In addition, a rather large number of new problems of estimation, analysis and management of risk are considered. Software for risk problems based on LP-methods, LP-theory, andGIE is described too.
A comprehensive guide for the engineer in a managerial position, treating both the management of engineering and engineers. Covers long-range, strategic management including work planning, staffing, training, and personnel concerns. Considers day-to-day operational problems and provides excellent advice to the new engineer and to the engineer recently promoted to a management position.
Ammonia plants run 24/7 days operations. With these operating conditions, the equipment needs repairs and refurbishments to improve their efficiency and reliability in capital-intensive projects. The risks are expected with the large number of planned and unplanned activities to be accomplished in the project. The supply chain supporting the project is embedded with risks. A number of risk management systems are applicable for projects and supply chain risks – but none designed specifically for the ammonia industry. A conceptual model, called the experiential risk planning model was developed from theoretical ones and experiential input from supply chain professionals in the industry. The robustness of the model was ascertained by the supply chain professionals. Each component of the model can independently help the supply chain professional plan for the supply chain risks associated with the refurbishment project. When the effects of the components are combined, the supply chain professionals benefit from their elemental synergies in planning for the risks.