Capital projects : what every executive needs to know to avoid costly mistakes, and make major investments pay off /: what every executive needs to know to avoid costly mistakes, and make major investments pay off. (2016)

• Record Type: Book
• Further Information: Note: Paul H. Barshop.
• Authors: Barshop, Paul H, 1964-
• Contents: Acknowledgments Chapter 1 Falling Short of Expectations: How Executives Struggle to Deliver the Value From Their Capital Projects Background and Basis for the Book Capital Projects Create Value Most Projects Create Less Value Than Expected Results Apply to All Types of Projects Sources of Value Erosion Are Not Limited to Cost and Schedule Overruns How to Deliver the Value Promised Chapter 2 Why the Stage-Gate Process Is the Best Tool Executives Can Use to Get the Most Value From Their Capital Projects A Necessary Process How Does the Process Work? What Is the Role of Executives in the Process? Stage-Gates and Executive Control Chapter 3 The Project Frame: A Tool to Help Executives Understand the Opportunity Before Starting a Project Unlock Value by Finding a Better Option Developing a Project Frame Putting It All Together Chapter 4 The Critical Project Sponsor Role: Who Is the Project Sponsor and What Is Their Job? Who Is the Project Sponsor? Overview of Project Sponsor Role Assign a Project Sponsor as the Initial Business Case Is Developed Requirements for a Strong Project Sponsor Choosing the Right Project Sponsor Chapter 5 The Single Most Important Thing an Executive Can Do to Make Any Capital Project Succeed: Define Clear Objectives Business Objectives vs. Project Objectives Developing Clear Objectives Developing Comprehensive Objectives Communicate the Objectives Prioritize Objectives Summary Chapter 6 The Executive’s Role in Building and Supporting High-Performing Project Teams Executive Leaders Lead Invest in a Strong Owner Project Team You Need a Functionally Integrated Team Help the Project Manager Get the Resources for a Functionally Integrated Team Do Not Outsource the Owner Team Role More Experienced Project Teams Do Better Projects Strategies for Coping with Staffing Shortages Executives Working Together to Support the Project Chapter 7 Project Definition: The Essential Capital Project Concept Every Executive Must Understand Strong Project Definition Preserves Value and Produces Better Assets Build Better Performing Assets With Strong Project Definition Executives Control the Quality of Project Definition Understand the Cost of Weak Project Definition Be Careful When Trading Fast Schedule for Strong Project Definition Reduce the Number of Schedule Driven Projects More Project Definition Is Not Necessarily Better Chapter 8 It’s Going to Cost How Much!?! A Guide to Help Executives Avoid Capital Cost Surprises Key Concepts to Understand About Capital Cost Estimate Accuracy Factor the Cost Estimate Range into Decision-Making Improve Project Definition to Narrow the Estimate Range Follow These Rules to Get Contingency Right Chapter 9 Using a Project Steering Committee to Improve Executive Decision-Making How to Build a Strong Steering Committee Who to Include in the Steering Committee Run the Steering Committee Efficiently Make Decisions at the Right Level Do Not Dilute Project Sponsor Accountability Chapter 10 Using Risk Management to Understand Project Risk and Decide What to Do Risk Management: Identify, Analyze, and Manage Individual Risks Practices for Getting the Most From Risk Management Scrutinize Risks to Decide if They Are Worth Taking Understand That the Estimate of the Risk Is Probably Too Low Be Careful With Making Late Changes in Response to Business Risk Strong Risk Management Does Not Substitute for Strong Project Definition Chapter 11 Approve, Recycle, Cancel, or Hold: Making Good Stage-Gate Decisions Capital Investment Decisions Are Made at the Stage-Gates Three Gates Provide Adequate Control The Business Question Asked and Answered at Each Stage-Gate Use Your Early Stage-Gates Better Four Choices for the Stage-Gate Decision Information Used in an Investment Decision Rules for Strong Gates Account for Human Nature Get Some Assurance Hold People Accountable The Slippery Slope of Granting Exceptions to Stage-Gate Deliverables Chapter 12 Executive Role, Executive Control Rule 1: Use the Stage-Gate Process Rule 2: Start With a Strong Frame Rule 3: Have a Strong Project Sponsor Rule 4: Develop Clear Objectives Rule 5: Invest in Strong Owner Teams and Provide the Support They Need Rule 6: Reach a Strong Level of Project Definition Rule 7: Factor the Accuracy of the Capital Cost Estimate Into Decision-Making Rule 8: Set Contingency in Accordance With Project Risk Rule 9: Build an Effective Steering Committee Rule 10: Use a Robust Risk Management Process Rule 11: Keep the Stage-Gates Strong Rule 12: Be Coachable Glossary Index
• Edition: 1st
• Publisher Details: Hoboken, New Jersey : John Wiley & Sons, Inc
• Publication Date: 2016
• Extent: 1 online resource
• Subjects: 658.152; Capital investments; Project management
• Languages: English
• ISBNs: 9781119119241; 9781119119234
• Related ISBNs: 9781119119210
• Notes: Note: Description based on CIP data; item not viewed.
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.