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El. knyga: Major Infrastructure Projects: Planning for Delivery

(Liverpool John Moores University School of the Built Environment, Liverpool), (Robert Gordon Univ, Scott Sutherlan Architecture & Built Environment, Aberd), (Loughborough University Department of Civil & Building Engineeri, Loughborough)
  • Formatas: 364 pages
  • Išleidimo metai: 16-Sep-2017
  • Leidėjas: Bloomsbury Visual Arts
  • Kalba: eng
  • ISBN-13: 9781350315686
Kitos knygos pagal šią temą:
Major Infrastructure Projects: Planning for DeliveryDidesnis paveikslėlis
  • Formatas: 364 pages
  • Išleidimo metai: 16-Sep-2017
  • Leidėjas: Bloomsbury Visual Arts
  • Kalba: eng
  • ISBN-13: 9781350315686
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In this unique and comprehensive textbook, the authors examine the challenges faced all around the world with regard to major infrastructure project management, and they champion a fresh approach that takes into account the interdependencies between economic, social, political, technological and legislative environments. Managing, developing and investing in crucial infrastructure is essential to keep up with the challenges of a fast-paced and globalised world, but affecting  and overseeing change requires a deep understanding of complex interlocking systems. To this end the book is neatly divided into three key parts: project appraisal, maximising integrated supply chains, and implementing value-enhancing practices.

This is the ideal companion for courses on any aspect of civil engineering and construction project management including modules in infrastructure planning, infrastructure management, construction management and business management. The book will also appeal to practitioners involved in the management of capital and infrastructure projects.
About the Authors v
List of Tables
xvii
List of Figures
xviii
Abbreviations xx
Preface xxiv
1 Introduction
1(18)
1.1 Background to the importance of critical infrastructure
1(2)
1.1.1 Primary aims of this book
1(1)
1.1.2 The structure of the book
1(1)
1.1.3 Learning outcomes
2(1)
1.2 Infrastructure: background and definitions
3(3)
1.2.1 History of the term `infrastructure'
3(1)
1.2.2 Differentiation between major and minor infrastructure projects
4(1)
1.2.3 What is meant by "critical infrastructure"?
5(1)
1.3 Differentiating between different types of infrastructure
6(5)
1.3.1 Differentiating physical and non-physical infrastructures
6(1)
1.3.2 Hard and soft infrastructure projects
7(1)
1.3.3 Energy infrastructure (hard)
8(1)
1.3.4 Transport infrastructure (hard)
9(1)
1.3.5 Information and telecommunication infrastructure (hard)
9(1)
1.3.6 Flood defence (hard)
9(1)
1.3.7 Healthcare (hard)
9(1)
1.3.8 Governance infrastructure (soft)
10(1)
1.3.9 Economic infrastructure (soft)
10(1)
1.3.10 Social infrastructure (soft)
10(1)
1.4 Recent trends
11(8)
1.4.1 Infrastructure in today's economic climate
11(1)
1.4.2 Recent infrastructure project developments
11(2)
1.4.3 Global infrastructure demands
13(1)
1.4.4 How major infrastructure projects can galvanise economies
14(1)
1.4.5 Need for new project management that reflects future needs and practice of major infrastructure projects
15(2)
References
17(2)
STAGE I PROJECT APPRAISAL
19(128)
2 Transforming policy into practice: Implementing a project plan on major infrastructure projects
21(26)
2.1 Introduction
21(2)
2.1.1 Policy into infrastructure implementation programmes
21(1)
2.1.2
Chapter aim and objectives
21(1)
2.1.3 Learning outcomes
22(1)
2.1.4 Linking growth with major infrastructure projects
22(1)
2.2 Implementation
23(6)
2.2.1 Enhancing implementation capabilities
23(1)
2.2.2 Delivering infrastructure efficiently
24(1)
2.2.3 Policy implementation process on major infrastructure projects
25(2)
2.2.4 Problems of policy implementation on major infrastructure projects
27(2)
2.3 Planning
29(2)
2.3.1 Rural infrastructure planning challenges
29(1)
2.3.2 Planning for infrastructure implementation
30(1)
2.4 Policy and strategy development
31(8)
2.4.1 Developing a national strategy
31(3)
2.4.2 Government roles in infrastructure
34(1)
2.4.3 Whole-of-government strategies
35(1)
2.4.4 Legislative and judicial requirements
36(1)
2.4.5 Proposing a transparent political, legal and regulatory framework
37(2)
2.5 Managing politics, conflicts and failure
39(2)
2.5.1 Managing politics and conflicts
39(1)
2.5.2 Managing the consequences of failure
40(1)
2.6
Chapter summary
41(1)
2.7
Chapter discussion questions
42(1)
2.8 Case: Why China can build high-speed rail so cheaply
43(1)
2.9 Case discussion questions
44(3)
References
44(3)
3 Achieving capital effectiveness and operational effectiveness and productivity
47(20)
3.1 Introduction
47(1)
3.2
Chapter aims and objectives
48(1)
3.3 Learning outcomes
48(1)
3.4 Major infrastructure project value for money characteristics
48(1)
3.5 Some key terms explained
49(1)
3.5.1 Economy, efficiency and effectiveness
49(1)
3.5.2 Value for money
49(1)
3.5.3 Productivity
50(1)
3.5.4 Getting the fundamentals right
50(1)
3.6 Maximising infrastructure and capital effectiveness
50(2)
3.7 Infrastructure and operational effectiveness
52(1)
3.8 Infrastructure productivity
52(1)
3.9 Implementing operational effectiveness
53(2)
3.10 Aligning capital and operational effectiveness in your projects
55(1)
3.11 Amalgamation of capital and operational effectiveness practices
56(3)
3.12 Infrastructure that meets society needs
59(3)
3.13 Recent infrastructure developments
62(1)
3.13.1 New processes and tools
62(1)
3.13.2 Standardisation and financial innovation
62(1)
3.13.3 Benchmarking, early involvement and commercial alignment
62(1)
3.14
Chapter summary
63(1)
3.15 Case: Australian government's infrastructure
63(2)
3.16 Case discussion questions
65(2)
References
65(2)
4 Goal setting and performance management
67(21)
4.1 Introduction
67(2)
4.1.1
Chapter aim and objectives
67(1)
4.1.2 Learning outcomes
68(1)
4.1.3 Need to improve?
68(1)
4.2 Aligning performance goals with project objectives
69(3)
4.2.1 SMART
69(1)
4.2.2 MGOSA
70(1)
4.2.3 Stakeholder goals
70(1)
4.2.4 Design
71(1)
4.2.5 Goals within the project manager's control
71(1)
4.2.6 Key performance indicators
72(1)
4.3 Connecting goals to performance measurement
72(2)
4.3.1 Psychology of goals
73(1)
4.3.2 Avoiding conflict
73(1)
4.3.3 Negotiation re performance measures
74(1)
4.3.4 Measuring `real' performance in complex environments
74(1)
4.4 Critical success factors: goal setting and performance measurement
74(2)
4.4.1 Resource allocation to maximise performance
75(1)
4.4.2 Flexibility
75(1)
4.5 Implementing visible and balanced performance measures
76(1)
4.5.1 Transparency of performance management
76(1)
4.5.2 Achieving balance: everything contributes
76(1)
4.5.3 Integration of measures: PAC and ICE
76(1)
4.6 Tracking of performance and measures in infrastructure projects
77(2)
4.6.1 Differentiating `performance' in complex environments
77(1)
4.6.2 Responding to environment changes
78(1)
4.6.3 Monitoring and control
78(1)
4.6.4 BIM and performance
78(1)
4.7 Establishing a benchmark framework
79(2)
4.7.1 Determining minimum performance
79(1)
4.7.2 Identifying maximum performance
80(1)
4.7.3 Ensuring framework validity
80(1)
4.8 Effects and challenges of goal setting on infrastructure projects
81(2)
4.8.1 Valid measures
81(1)
4.8.2 Relevant goals
81(1)
4.8.3 Communication
82(1)
4.8.4 Speed of response
82(1)
4.8.5 Ensuring integration
82(1)
4.9
Chapter summary
83(1)
4.10 Case study
83(2)
4.10.1 Rail infrastructure project: Arlington, US
83(1)
4.10.2 Benefit evaluation: US light rail systems
84(1)
4.11 Case discussion questions
85(3)
References
86(2)
5 Investment appraisal for sustainable value creation on infrastructure projects
88(34)
5.1 Introduction
88(3)
5.1.1 What does infrastructure provide?
88(1)
5.1.2 National critical infrastructure
88(1)
5.1.3 Infrastructure cost and value
89(1)
5.1.4
Chapter aim and objectives
90(1)
5.1.5 Learning outcomes
90(1)
5.2 Selecting the most appropriate investment appraisal method(s)
91(2)
5.2.1 Strategic and operating decisions
91(1)
5.2.2 Selection of the most appropriate investment appraisal method
91(2)
5.3 Payback period and average rate of return
93(2)
5.3.1 Introduction
93(1)
5.3.2 Payback period (PP)
93(1)
5.3.3 Annual rate of return (ARR)
93(2)
5.4 Cash flow and the cost of capital (borrowing)
95(7)
5.4.1 Cash flows
95(1)
5.4.2 Comparing investments: Converting cash flows into a common base
96(1)
5.4.3 Equations, factors and EXCEL
96(1)
5.4.4 Compound amount (S) of a single sum (P) (Equation 5.1)
97(1)
5.4.5 Present worth (P) of a future single sum (S) (Equation 5.2)
97(3)
5.4.6 Compound amount (S) of a regular uniform series (R) (Equation 5.3)
100(1)
5.4.7 Sinking fund deposit factor (Equation 5.4)
101(1)
5.4.8 Present worth (P) of a regular uniform series (S) (Equation 5.5)
101(1)
5.4.9 Capital recovery factor (Equation 5.6)
101(1)
5.4.10 Taking a regular series (R) to infinity
101(1)
5.5 Calculation of NPV, DPP and EAC
102(3)
5.5.1 Calculation and comparison of options' net present value (NPV)
102(1)
5.5.2 Discounted payback period
103(1)
5.5.3 Calculation of NPV and DPP
103(1)
5.5.4 Consideration of investment and project life in NPC comparisons
103(1)
5.5.5 Calculation equivalent annual costs (EAC)
104(1)
5.6 Discounted cash flow (DCF) yield
105(7)
5.6.1 Single rate calculations of DCF yield
105(3)
5.6.2 Dual rate method of calculating DCF yield
108(3)
5.6.3 DCF yield for mutually exclusive projects
111(1)
5.7 Impact of inflation on NPV and DCF yield
112(2)
5.7.1 Present worth and inflation
112(1)
5.7.2 DCF yield and inflation
113(1)
5.8 Real options theory
114(4)
5.8.1 Expected utility theory (EUT) and prospect theory
114(1)
5.8.2 The expected net present value (ENPV) method
114(1)
5.8.3 Decision trees
115(1)
5.8.4 Real options theory
115(3)
5.9 Case study: Social return on investment
118(2)
5.9.1 What is social return on investment (SROI)?
118(1)
5.9.2 Office of the Third Sector in England and the Scottish Government
118(1)
5.9.3 Seven core SROI principles
118(1)
5.9.4 Social Economy Scotland's six-step SROI methodology
119(1)
5.10
Chapter summary
120(1)
5.11 Discussion questions
120(2)
References
121(1)
6 Stakeholder engagement with major infrastructure projects
122(25)
6.1 Introduction
122(1)
6.1.1 Need to engage with stakeholders
122(1)
6.1.2
Chapter aim and objectives
123(1)
6.1.3 Learning outcomes
123(1)
6.2 Stakeholder identification and analysis on major infrastructure projects
123(3)
6.2.1 Initial stakeholder types
124(1)
6.2.2 Impact zoning
124(2)
6.3 Developing a stakeholder engagement strategy
126(3)
6.3.1 Manage
126(1)
6.3.2 Satisfy
127(1)
6.3.3 Inform
127(1)
6.3.4 Monitor
127(1)
6.3.5 Effective decision making
127(2)
6.4 Using engagement to reach better decisions
129(2)
6.4.1 Effective communication
131(1)
6.5 Building relationships with different people and community groups
131(2)
6.5.1 Cultural differences
132(1)
6.6 Technical stakeholder engagement in practice
133(2)
6.6.1 Lessons from recent projects
134(1)
6.6.2 Dispute resolution
134(1)
6.7 The importance of a structured approach
135(2)
6.7.1 Challenges facing the process
136(1)
6.8 A national project or a collection of local projects?
137(2)
6.8.1 Good public consultation
138(1)
6.8.2 Bad public consultation
139(1)
6.9 Achieving a balance between development and community concerns
139(2)
6.10
Chapter summary
141(1)
6.11 Case: London's Crossrail project
141(2)
6.12 Case discussion questions
143(4)
References
143(4)
STAGE II MAXIMISING INTEGRATED SUPPLY CHAINS
147(120)
7 Procurement strategy and contract selection for major infrastructure projects
149(37)
7.1 Introduction
149(2)
7.1.1 Importance of procurement strategy and contract selection
149(1)
7.1.2
Chapter aim and objectives
149(1)
7.1.3 Learning outcomes
149(1)
7.1.4 Scope of works, specification, project charter and project execution plan
150(1)
7.1.5 Recent procurement trends in developing countries
151(1)
7.2 Definitions and types of procurement strategies
151(7)
7.2.1 Definitions of procurement and procurement strategy
151(1)
7.2.2 Traditional design-bid-build (DBB)
152(1)
7.2.3 Design-bid-build with multiple prime (DBBMP)
152(1)
7.2.4 Design-build (DB)
153(1)
7.2.5 Design-bid-build with construction management (DBB with CM)
153(1)
7.2.6 Construction management at risk (CMAR)
154(2)
7.2.7 Public-Private Partnership (PPP)
156(1)
7.2.8 PPP and private sector participation options
156(2)
7.3 Factors that influence major infrastructure procurement strategy selection
158(12)
7.3.1 Procurement strategy selection
158(2)
7.3.2 Project delivery methods and procurement strategy/contract selection
160(1)
7.3.3 Project primary objectives
160(1)
7.3.4 Project secondary objectives
161(1)
7.3.5 Project constraints
162(1)
7.3.6 Generic and specific risks associated with each phase of the project
163(2)
7.3.7 Project complexity
165(5)
7.4 Contract selection
170(4)
7.4.1 Contracts: key definitions
170(1)
7.4.2 Joint Contracts Tribunal (JCT) standard forms of contract
170(1)
7.4.3 NEC3 Engineering and Construction Contract (ECC)
171(1)
7.4.4 The FIDIC suite of contracts
172(1)
7.4.5 Selecting the appropriate form of contract
173(1)
7.4.6 Early contractor involvement (ECI)
173(1)
7.4.7 Amendment of standard forms of contract
173(1)
7.5 BS11000, ISO 11000 and BS6079-1:2010
174(3)
7.5.1 BS11000 Collaborative business relationships
174(1)
7.5.2 BS6079-1:2010: Project management
175(2)
7.6 The OGC Gateway™ Process and Achieving Excellence Guides (AEGs)
177(2)
7.6.1 The OGC Gateway™ Process: gateway reviews and decision points
177(1)
7.6.2 The OGC Gateway™ Review 0: strategic assessment
178(1)
7.6.3 The OGC Gateway™ Review 1: business justification
178(1)
7.6.4 The OGC Gateway™ Review 2: delivery strategy (or procurement strategy)
178(1)
7.6.5 Achieving Excellence Guides (AEGs)
179(1)
7.7
Chapter summary
179(1)
7.7.1 Introduction
179(1)
7.7.2 Factors that influence procurement strategy and contract strategy
179(1)
7.7.3 Procurement strategy
179(1)
7.7.4 Delivery of best value
180(1)
7.7.5 Contracts
180(1)
7.7.6 BS11000 Collaborative business relationships and the OGC process
180(1)
7.8 Case: Network Rail's approach to the development and maintenance of collaborative business relationships
180(3)
7.9 Discussion questions
183(3)
References
183(3)
8 Integrated supply chain planning for major infrastructure projects
186(33)
8.1 Introduction to integrated supply chain management
186(1)
8.1.1
Chapter aim and objectives
186(1)
8.1.2 Learning outcomes
186(1)
8.1.3 The need to improve
187(1)
8.2 Construction performance improvement initiatives: UK perspective
187(4)
8.2.1 Early advocates for change in construction performance
187(1)
8.2.2 The Latham Report (1994)
188(1)
8.2.3 Technology Foresight Panel on Construction (1995)
188(1)
8.2.4 Egan and the Construction Task Force
188(1)
8.2.5 Recent UK government reports
189(1)
8.2.6 Government Construction Strategy (2011)
189(1)
8.2.7 Construction 2025
190(1)
8.2.8 Supply chain analysis into the construction industry (2013)
190(1)
8.3 Supply chain management (SCM)
191(6)
8.3.1 Supply chain (SC) concept
191(2)
8.3.2 Defining supply chain management
193(1)
8.3.3 Key issues addressed within SCM
194(1)
8.3.4 SCM challenges
195(1)
8.3.5 CSM's two schools of thought: collaboration based on trust or power
196(1)
8.3.6 Integrated supply chain management (ISCM)
196(1)
8.3.7 Integrated supply chain management (ISCM) implementation phases
197(1)
8.4 Sustainable construction supply chains
197(4)
8.4.1 Sustainable supply chain management (SSCM)
197(3)
8.4.2 Drivers for and benefits of integrating sustainability issues in SCM
200(1)
8.4.3 Barriers to integrating sustainability issues in SCM
200(1)
8.5 Relationship management/contracting, partnering and alliancing
201(4)
8.5.1 Relationship management (RM)
201(1)
8.5.2 Relationship contracting (RC)
202(1)
8.5.3 Partnering and alliancing
202(1)
8.5.4 Partnering developments
203(1)
8.5.5 Project alliances
204(1)
8.5.6 Non-equity alliances, equity alliances and joint ventures (JV)
204(1)
8.5.7 Build-operate-transfer (BOT) and design-build-operate-maintain (DBOM)
205(1)
8.6 Emerging integrated project delivery (IPD) systems
205(2)
8.6.1 Integrated teams
205(1)
8.6.2 Long-term relationships
206(1)
8.6.3 Integrated project delivery (IPD)
206(1)
8.7 Public-Private Partnerships (PPPs) and Private Finance Initiative (PFI)
207(2)
8.7.1 Public-Private Partnerships (PPPs)
207(1)
8.7.2 Private Finance Initiative (PFI)
207(1)
8.7.3 Private Finance 2 (PF2): a new approach to Public-Private Partnerships
208(1)
8.8 Changing perceptions of quality within construction
209(1)
8.8.1 TQM and lean
209(1)
8.8.2 Empowerment
209(1)
8.9 Innovative tools, technologies and processes for project delivery
210(1)
8.9.1 Recent innovative approaches
210(1)
8.9.2 BIM for enhanced SCM and IPD
210(1)
8.10
Chapter summary
211(1)
8.10.1 Performance of major infrastructure projects
211(1)
8.10.2 Sustainable supply chain management (SSCM) and relationship management (RM)
211(1)
8.10.3 Integrated project delivery (IPD) and Public-Private Partnerships (PPPs)
211(1)
8.10.4 Recent innovations: TQM, LC and BIM
212(1)
8.11 Case study: Crossrail
212(2)
8.11.1 Background
212(1)
8.11.2 Crossrail procurement strategy
212(1)
8.11.3 Crossrail supply chain
213(1)
8.12 Discussion questions
214(5)
References
214(5)
9 Integrating governance and ethics on major infrastructure projects
219(23)
9.1 Introduction
219(1)
9.1.1 Governance and ethics
219(1)
9.1.2
Chapter aim and objectives
220(1)
9.1.3 Learning outcomes
220(1)
9.2 Goals of governance
220(2)
9.3 Steering committee and task force
222(2)
9.3.1 Leadership
223(1)
9.4 Whole-of-government approach
224(1)
9.5 Effectiveness of arrangements for monitoring and reviewing
225(1)
9.6 Guarding against conflicts of interest
226(1)
9.7 Defining a code of ethics
227(2)
9.8 Good and poor practices: aligning ethical standards on major infrastructure projects
229(3)
9.8.1 Teamwork
231(1)
9.8.2 Communication
232(1)
9.9 Making ethics and governance on major infrastructure projects a reality
232(3)
9.10
Chapter summary
235(1)
9.11 Case: London Underground's rail network
236(3)
9.12 Discussion questions
239(3)
References
239(3)
10 Managing unpredictability and vulnerability
242(25)
10.1 Introduction
242(1)
10.1.1 Risk, uncertainty and vulnerability
242(1)
10.1.2
Chapter aim and objectives
243(1)
10.1.3 Learning outcomes
243(1)
10.2 The role of uncertainty in project management approaches
243(2)
10.3 Risk and risk analysis
245(2)
10.3.1 Monte Carlo simulation
246(1)
10.3.2 Optimism bias
246(1)
10.4 Assessing market vulnerability
247(2)
10.5 Cost and currency vulnerability
249(2)
10.6 Assessing economical vulnerability
251(3)
10.7 Evaluating sociological vulnerability
254(2)
10.8 Quantifying technological vulnerability
256(2)
10.9 Applying dynamic risk assessment and mitigation strategies
258(1)
10.10 Incorporating uncertainty models into your project plan
259(1)
10.11
Chapter summary
260(1)
10.12 Case: The Kingdom of Lesotho's Queen Mamohato Memorial Hospital (QMMH)
261(2)
10.13 Case discussion questions
263(4)
References
264(3)
STAGE III IMPLEMENTING VALUE-ENHANCING PRACTICES
267(95)
11 Implementing value-enhancing practices on major infrastructure projects
269(24)
11.1 Introduction
269(1)
11.1.1 Maximising value
269(1)
11.1.2
Chapter aim and objectives
269(1)
11.1.3 Learning outcomes
270(1)
11.2 Concept of value creation
270(1)
11.3 Difference between value management and value engineering
271(2)
11.4 How is value creation applied on projects?
273(2)
11.5 Understanding intelligent client needs
275(2)
11.6 Simplifying infrastructure project procedures
277(1)
11.7 Improving resource efficiency
278(2)
11.8 Increasing infrastructure procedural efficiency
280(1)
11.9 Developing value attitudes in project teams
281(2)
11.10 Establishing and measuring value
283(2)
11.11 Competing more successfully in the marketplace
285(2)
11.12
Chapter summary
287(1)
11.13 Case: Fastway guided bus project
288(2)
11.14 Discussion questions
290(3)
References
291(2)
12 Applying agile and lean techniques on major infrastructure projects
293(21)
12.1 Introduction
293(1)
12.2
Chapter aim and objectives
293(1)
12.3 Learning outcomes
293(1)
12.4 Why agile project management?
294(3)
12.4.1 Scrum"
296(1)
12.4.2 Predictive and adaptive planning
296(1)
12.4.3 The waterfall method
296(1)
12.5 Laying foundations for agile project management on major infrastructure projects
297(3)
12.5.1 Management and organisational issues
297(1)
12.5.2 Adaptive control
298(1)
12.5.3 Process-related issues
299(1)
12.5.4 Embrace change to deliver client value
299(1)
12.6 The myths and realities of agile project development on infrastructure projects
300(1)
12.7 Assessing the organisation, project managers and team readiness for agile adoption
301(1)
12.7.1 Organisation readiness
301(1)
12.7.2 Project manager readiness
301(1)
12.7.3 Project team readiness
302(1)
12.8 Applying lean principles on major infrastructure projects
302(3)
12.8.1 Just-in-time (JIT) delivery
303(1)
12.8.2 Total quality management
303(1)
12.8.3 Value management
303(1)
12.8.4 Visual management
304(1)
12.8.5 Concurrent engineering
305(1)
12.9 Amalgamating aspects of lean thinking
305(1)
12.9.1 Operational and sociotechnical aspects of lean thinking on major infrastructure projects
306(1)
12.10 Applying centralised and decentralised modes on major infrastructure projects
306(2)
12.10.1 Advantages and disadvantages of centralised management structure
307(1)
12.10.2 Advantages and disadvantages of decentralised management structure
307(1)
12.11 Converting a major project strategy into action
308(1)
12.12
Chapter summary
309(1)
12.13 Case: Al Maktoum International Airport
310(1)
12.13.1 Why Al Maktoum International Airport expansion?
310(1)
12.14 Case discussion questions
311(3)
References
312(2)
13 Implementing key indicators for optimising major infrastructure projects
314(21)
13.1 Introduction
314(1)
13.2
Chapter aim and objectives
314(1)
13.3 Learning outcomes
315(1)
13.4 Operational effectiveness challenges
315(1)
13.5 Evaluating deliverables on major infrastructure projects
316(2)
13.6 Achieving operational excellence
318(1)
13.7 Establishing strategic capabilities and maintaining major infrastructure projects
319(2)
13.8 Achieving integrated planning and performance
321(1)
13.9 Procurement optimisation
322(1)
13.10 Productivity optimisation
322(1)
13.11 Resource optimisation
323(1)
13.12 Team optimisation
324(1)
13.13 Managing variation on infrastructure projects
325(1)
13.14 Translating technological investments into sustainable client benefits
326(1)
13.15 Measuring operational effectiveness on major infrastructure projects through performance measurement
327(2)
13.16
Chapter summary
329(1)
13.17 Case: India high-speed rail project
330(2)
13.18 Case discussion questions
332(3)
References
332(3)
14 Planning for implementation with science-based techniques on major infrastructure projects
335(27)
14.1 Introduction
335(1)
14.2
Chapter aim and objectives
335(1)
14.3 Learning outcomes
336(1)
14.4 Rationale behind science-based techniques
336(1)
14.5 Sense-making and its application to major infrastructure projects
337(2)
14.6 Applying system thinking
339(3)
14.7 Applying predictive analytics
342(1)
14.8 Achieving schedule effectiveness
343(2)
14.9 Project forecasting and estimating
345(3)
14.10 Consideration of time, costs and resources required
348(1)
14.11 Aligning economic, social, green, natural and technical systems
349(2)
14.12 Integrating manageable steps and milestones
351(1)
14.13 Adoption of building information modelling (BIM)
352(1)
14.14
Chapter summary
353(1)
14.15 Case: creating African infrastructure hegemony
354(3)
14.15.1 LAPSSET project
355(2)
14.16 Case discussion questions
357(5)
References
358(4)
Index 362
Edward Ochieng: PhD, PGCertHELT, MSc, BSc (Hons), FHEA is a Senior Lecturer in Programme and Project Management at Cranfield University, United Kingdom. Edward has a PhD from Loughborough University. Edwards research is focused on heavy engineering project management. He has extensive experience and knowledge relating to organisational challenges and solution development for managing large capital and heavy engineering projects. His research interest with people and organisational challenges continues, but has now been complemented by the need for wider understanding of infrastructure systems, project productivity, project value creation, operational effectiveness, capital effectiveness, science-based project management, energy and economy and corporate social responsibility in projects. 

Andrew Price: DSc, PhD, BSc (Civil Eng), FCIOB, FICE, CEng is a Professor of Project Management at Loughborough University, United Kingdom. Andrew has over 30 years design, construction and industry-focused research experience including several large collaborative research projects and centres. Andrew has contributed to the development and leadership of five major research centres/consortia (HaCIRIC, IMCRC, CICE, ECI and the Sustainable Urban Environments: Models Metric and Tools Consortium (SUE MoT)). Andrew has been PI/Co-I on 44 collaborative research projects worth over £13.1 million, including HaCIRICs research projects that impacted on the provision of timely and effective unscheduled care through three main strands: unscheduled care as a complex system (two projects on stroke care innovation); ED Design (two projects: Open planning for operationally ready acute healthcare infrastructure; and Activity-Acuity-Adaptability-Flow in EDs); and resilience of healthcare infrastructure. 

David Moore: PhD, BSc (Hons), Dip LT, MCIOB: is a Reader in Project Management at Robert Gordon University, United Kingdom. David has been involved in funded research examining the behaviours of superior performing project managers, and which was rated as tending to international significance by ESPRC. His research activity covers areas ranging from buildability, through sustainable design and the use of solar technologies, to perception and cognition in a construction industry context.
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