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Filling a gap in project management literature, Managing Public Sector Projects: A Strategic Framework for Success in an Era of Downsized Governmentsupplies managers and administrators--at all levels of government--with expert guidance on all aspects of public sector project management. From properly allocating risks in drafting contracts to dealing with downsized staffs and privatized services, this book clearly explains the technical concepts and the political issues involved.

In line with the principles of Total Quality Management (TQM) and the PMBOK® Guide. David S. Kassel establishes a framework those in the public sector can follow to ensure the success of their public projects and programs. He supplies more than 30 real-life examples to illustrate the concepts behind the framework--including reconstruction projects in Iraq, the Big Dig project in Boston, local sewer system and library construction projects, and software technology.

This authoritative resource provides strategic recommendations for effective planning, execution, and maintenance of public projects. It also:

Highlights the differences between managing projects in the public sector versus the private sector Explains how to scrutinize costs, performance claims, and the backgrounds of prospective contractors Presents key safeguards that should be included in all contracts with contractors, consultants, suppliers, and other service providers Details the basics of project cost estimation, design and scheduling, and how to hold contractors responsible for meeting established project standards

In an age of downsized government and in the face of a general distrust of public service, this book is a dependable guide for avoiding management practices that are common to projects that fail and for adopting the practices common to projects that succeed in terms of cost, schedule, and quality.

Tabla de contenidos provista por Syndetics

• Foreword(p. xv)
• Preface(p. xix)
• Introduction(p. xxi)
• Acknowledgments(p. xxvii)
• 1 Introducing Public Sector Project Management(p. 1)
• Public Sector Project Management-Getting beyond the Confusion(p. 2)
• What Are Public Projects?(p. 2)
• Journalists' Questions(p. 3)
• What Is Public Sector Project Management?(p. 5)
• The Project Vision(p. 5)
• Financing Public Projects(p. 6)
• Project versus Program and General Management(p. 7)
• Who Are the Public Sector Project Managers?(p. 8)
• Types of Public Sector Project Managers(p. 9)
• Skills, Attributes, and Requirements of Public Sector Project Managers(p. 11)
• Continuity and Change in Public Sector Project Management(p. 11)
• Leadership and Managerial Competencies(p. 11)
• Ethics and Internal Controls(p. 13)
• Rules and Regulations(p. 14)
• Downsized Government and ôthe Hollow Stateö(p. 15)
• Bashing the Bureaucracy(p. 16)
• Managerial and Political Pushback(p. 16)
• Political Ideology(p. 17)
• How Public Projects Succeed and Fail(p. 18)
• Endnotes(p. 19)
• 2 A Strategic Framework for Public Sector Project Management(p. 23)
• The Framework and the Principal-Agent Challenge(p. 25)
• Framework Element 1 Starting with the Right Plan(p. 25)
• Framework Element 2 Selecting the Right Agents(p. 27)
• Selecting the Most Experienced and Motivated Agents(p. 28)
• Framework Element 3 Entering into the Right Agreements(p. 29)
• Allocating Contract Risk(p. 30)
• Contracts and Asymmetry of Information(p. 33)
• Framework Element 4 Monitoring and Controlling the Project Execution(p. 33)
• Ensuring Adequate Information about the Project Work(p. 34)
• Enforcing Appropriate Agreements(p. 35)
• Framework Element 5 Maintaining Active Involvement in the Operation and Maintenance of the Asset or Assets Created by the Project(p. 36)
• Placing the Strategic Management Framework in Context(p. 37)
• Endnotes(p. 38)
• 3 Project Planning, Part 1: Getting the Concept Right(p. 41)
• Getting It Right: The Preliminary Steps of Public Sector Project Planning(p. 43)
• Identifying the Correct Problem(p. 45)
• Questioning Presumptions(p. 47)
• Understanding the Project Context and Stakeholders(p. 51)
• Understanding and Complying with Legal Requirements(p. 52)
• Developing Realistic Preliminary Project Cost Estimates(p. 56)
• Analogy-Based and Parametric Cost Estimating(p. 57)
• Life-Cycle and Independent Cost Estimates(p. 58)
• Concluding the Preliminary Project Planning Phase with a Feasibility Study(p. 59)
• Endnotes(p. 61)
• 4 Project Planning, Part 2: Developing and Refining the Process(p. 65)
• The Project Accountability Structure(p. 66)
• Establishing the Right Project Internal Control Structure(p. 66)
• The GAO's Five Standards for Internal Controls(p. 67)
• Control Environment(p. 67)
• Risk Assessment(p. 67)
• Control Activities(p. 68)
• Control Activities Specific for Information Systems(p. 68)
• Information and Communications(p. 68)
• Monitoring(p. 69)
• Project Documentation(p. 69)
• Preventing Fraud in Public Projects(p. 74)
• Developing Clear Project Specifications(p. 75)
• Specifications and Alternative Project Delivery Methods(p. 78)
• Indefinite Delivery/Indefinite Quantity Contracts(p. 80)
• Performance versus Design Specifications(p. 82)
• Concluding the Intermediate Planning Stage(p. 84)
• Endnotes(p. 85)
• 5 Project Planning, Part 3: Finalizing the Process(p. 89)
• Developing the Project Schedule(p. 89)
• Owner's Schedule in a Design-Bid-Build Public Construction Project(p. 91)
• Scheduling the Project Work(p. 95)
• The Work Breakdown Structure(p. 95)
• Development of a Logic Diagram(p. 97)
• Determination of the Schedule's ôCritical Pathö(p. 98)
• Putting It All Together: The Importance of Realistic Scheduling(p. 100)
• Refining Project Cost and Risk Estimates(p. 100)
• Refining the Cost Estimate(p. 101)
• Refining Risk Assessments(p. 102)
• Technology Risks(p. 103)
• Brainstorming and Sensitivity Analysis in Assessing Risks(p. 104)
• Putting It All Together: Developing Realistic Presumptions behind Cost and Risk Estimates(p. 105)
• Questioning Presumptions(p. 106)
• Moving from a Realistic Cost Estimate to an Affordable Project Budget(p. 107)
• Presenting Cost Estimates and Budgets to Project Stakeholders(p. 108)
• Pulling Together the Planning Steps(p. 109)
• Endnotes(p. 112)
• 6 Selecting the Best Agents, Part 1: Building the Project Team(p. 115)
• Who Is on the Project Management Team?(p. 116)
• What Are the Team Dynamics?(p. 116)
• Establishing a Cohesive and Committed Team(p. 117)
• Ensuring That Team Personnel Are Qualified(p. 121)
• The Need for Clear Lines of Authority and Communication(p. 123)
• Maintaining Clear Lines of Authority When Using Contractors(p. 123)
• Ensuring an Appropriate Managerial Accountability Structure(p. 126)
• Coaching the Team on Legal Requirements and Ethical Practices(p. 130)
• Motivating the Project Team(p. 131)
• Endnotes(p. 134)
• 7 Selecting the Best Agent, Part 2: Contractors and Consultants(p. 137)
• Procuring Contractors and Consultants(p. 138)
• Public Sector Procurement Rules(p. 138)
• Key Characteristics of a Successful Procurement System(p. 139)
• Successful Public Procurement Characteristic #1 Transparency(p. 140)
• Successful Public Procurement Characteristic #2 Accountability(p. 141)
• Successful Public Procurement Characteristic #3 Integrity(p. 143)
• Successful Public Procurement Characteristic #4 Competition(p. 146)
• Barriers to Competition in Long-Term Contracting(p. 149)
• Proprietary Specifications(p. 151)
• Successful Public Procurement Characteristic #5 Organizational Alignment and Leadership(p. 151)
• Successful Public Procurement Characteristic #6 Human Capital Management(p. 152)
• Successful Public Procurement Characteristic #7 Knowledge and Information Management(p. 152)
• Successful Procurement Characteristic #8 Due Diligence in Selecting Contractors and Consultants(p. 154)
• Selecting the Best Agents: Putting It All Together(p. 154)
• Endnotes(p. 155)
• 8 Enacting Advantageous Agreements(p. 159)
• The Essential Elements of Contracts(p. 160)
• Allocating Contract Risks(p. 160)
• The Contract Pricing Structure(p. 161)
• Firm-Fixed-Price Contracts(p. 162)
• Fixed-Price Incentive Contracts(p. 162)
• Cost-Reimbursement Contracts(p. 163)
• Cost-Plus-Fixed-Fee Contracts(p. 163)
• Cost-Plus-Incentive-Fee and Cost-Plus-Award-Fee Contracts(p. 164)
• Getting the Incentives Right(p. 164)
• Cost-Plus-a-Percentage-of-Cost Contracts(p. 166)
• The Contract Pricing Structure and Project Planning(p. 166)
• Contract Provisions and Project Risk(p. 168)
• Implied Warranties and Duties(p. 171)
• Express Contractual Guarantees and Warranties(p. 172)
• Breach-or-Contract Provisions(p. 174)
• Clear Scopes of Work(p. 174)
• Endnotes(p. 176)
• 9 Controlling Public Projects(p. 179)
• Measuring Project Progress(p. 179)
• Updating Project Records(p. 181)
• Analyzing the Project Data Using Earned Value Management(p. 183)
• Evaluating and Correcting Project Problems(p. 187)
• Focusing on Quality in Projects(p. 188)
• Controlling Cost Growth and Cost Overruns(p. 190)
• Enforcing Agreements(p. 193)
• Partnering and Change Orders(p. 195)
• Keeping Stakeholders Informed of the Project's Progress(p. 195)
• Endnotes(p. 196)
• 10 Project Closeout and Beyond(p. 199)
• Final Steps in the Closeout Process(p. 200)
• Evaluating the Contractor(p. 200)
• Publicizing the Completed Project(p. 201)
• The Project or Program Operational Stage(p. 201)
• Maintaining Public Projects over the Long Term(p. 203)
• Conclusion(p. 207)
• Endnotes(p. 208)
• Appendix 1 Discussion Examples Used in This Book(p. 211)
• Appendix 2 Master List of Tips for Success for Public Sector Project Managers(p. 215)
• Project Planning: Getting the Concept Right(p. 215)
• A Correctly identifying the problem(p. 215)
• B Questioning presumptions(p. 216)
• C Understanding the project context and stakeholders(p. 216)
• D Developing realistic preliminary project cost and risk estimates(p. 216)
• 2 Developing and Refining Project Planning (internal controls and project specifications)(p. 217)
• A Establishing the right project internal control structure(p. 217)
• B Two important project control activities(p. 217)
• C Developing clear project specifications(p. 217)
• D Specifications and alternative project delivery methods(p. 218)
• E Performance versus design specifications(p. 218)
• 3 Finalizing Project Planning (schedule and cost estimation)(p. 218)
• A Developing the project schedule(p. 218)
• B Scheduling the project work(p. 219)
• C Refining the cost estimate(p. 219)
• D Refining risk assessments(p. 219)
• E Developing realistic presumptions behind cost and risk estimates(p. 220)
• 4 Building the Project Team(p. 220)
• A Establishing a committed and cohesive team(p. 220)
• B Ensuring the team personnel are qualified(p. 220)
• C The need for clear lines of authority and communication(p. 221)
• D Ensuring an appropriate managerial accountability system(p. 221)
• E Coaching the project team on legal requirements and ethical practices(p. 221)
• F Motivating the project team(p. 222)
• 5 Procuring Contractors and Consultants(p. 222)
• A Successful public procurement characteristic: Transparency(p. 222)
• B Successful public procurement characteristic: Accountability(p. 222)
• C Successful public procurement characteristic: Integrity(p. 223)
• D Successful public procurement characteristic: Competition(p. 223)
• E Successful public procurement characteristic: Knowledge and information management(p. 223)
• F Successful procurement characteristic: Due diligence in selecting contractors and consultants(p. 224)
• 6 Enacting Advantageous Agreements(p. 224)
• A The contract pricing structure(p. 224)
• B Contract provisions and project risk(p. 224)
• C Clear scopes of work(p. 225)
• 7 Controlling Public Projects(p. 225)
• A Measuring project progress(p. 225)
• B Updating project records(p. 225)
• C Analyzing the project data(p. 225)
• D Evaluating and correcting project problems(p. 226)
• E Focusing on quality in projects(p. 226)
• F Controlling cost growth and cost overruns(p. 226)
• 8 Project Closeout and Beyond(p. 227)
• A Final steps in the closeout process(p. 227)
• B The project or program operational stage(p. 227)
• C Maintaining public projects over the long term(p. 227)
• Appendix 3 Websites of Interest to Public Sector Project Managers(p. 229)
• American Academy of Certified Public Managers(p. 229)
• The American Association of State Highway and Transportation Officials (AASHTO)(p. 229)
• American Management Association(p. 230)
• American National Standards Institute (ANSI)(p. 230)
• American Public Works Association(p. 230)
• American Society for Quality(p. 230)
• The Association for the Advancement of Cost Engineering (AACE International)(p. 230)
• Building Design and Construction(p. 230)
• Committee of Sponsoring Organizations of the Treadway Commission (COSO)(p. 231)
• Construction Management Association of America(p. 231)
• The Construction Specifications Institute(p. 231)
• Defense Contract Audit Agency(p. 231)
• Defense Contract Management Agency(p. 231)
• Federal Acquisition Institute(p. 231)
• Federal Acquisition Regulation Homepage(p. 232)
• Federal Business Opportunities(p. 232)
• International Cost Engineering Council(p. 232)
• The International Council on Systems Engineering(p. 232)
• The International Journal of Project Management(p. 232)
• The National Center for Public Productivity(p. 232)
• The National Certified Public Manager Consortium(p. 233)
• Past Performance Information Retrieval System(p. 233)
• Project Management Institute(p. 233)
• The Public Manager(p. 233)
• Public Works Management and Policy(p. 233)
• R.S. Means(p. 233)
• The Society of Cost Estimating and Analysis(p. 234)
• The United States Government Accountability Office(p. 234)
• The University of Wisconsin Certified Public Manager Program(p. 234)
• References(p. 235)
• Index(p. 245)

Notas de autor provistas por Syndetics

David Kassel is the principal of Accountable Strategies Consulting, LLC, a research, analysis, and management consulting firm for organizations in the public, private, and nonprofit sectors. He was formerly chief of the management division of the Massachusetts Office of the Inspector General and prior to that was a senior research analyst with the Post Audit and Oversight Committee Bureau of the Massachusetts House of Representatives. He has also previously worked as a State House reporter for daily newspapers in Massachusetts and Connecticut.