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A real-world framework for driving capital project success Capital Projects provides an empirically-based framework for capital project strategy and implementation, based on the histories of over 20,000 capital projects ranging from $50,000 to $40 billion. Derived from the detailed, carefully normalized database at preeminent project consultancy IPA, this solid framework is applicable to all types of capital investment projects large and small, in any sector, including technology, life sciences, petroleum, consumer products, and more. Although grounded in empirical research and rigorous data analysis, this book is not an academic discussion or a conceptual dissertation; it's a practical, actionable, on-the-ground guide to making your project succeed. Clear discussion tackles the challenges that cause capital projects to fail or underperform, and lays out exactly what it takes to successfully manage a project using real-world methods that apply at any level. Businesses report that 60 percent of their projects fail to meet all business objectives, and IPA's database shows that projects' final average net present value undershoots initial estimates by 28 percent. This book provides concrete, actionable solutions to help you avoid the pitfalls and lead the way toward a more positive outcome. Avoid the missteps that make capital projects fail Learn the specific practices that drive project success Understand what effective capital project management entails Discover real-world best practices that generate more value from capital When capital projects fail, it is almost always preventable. Inefficiency, underestimated timelines, and unforeseen costs are the primary weights that drag a project down—and they are all avoidable with good management. Capital Projects gives you the insight and practical tools you need to drive a successful project.
A updated on the 2004 current, comprehensive, and detailed how-to manual for planning and financing successful captial projects. Practical planning guide creating 'shovel-ready' plans. (replaces ISBN 0-87326-144-5)
What are the grand dynamics that drive the accumulation and distribution of capital? Questions about the long-term evolution of inequality, the concentration of wealth, and the prospects for economic growth lie at the heart of political economy. But satisfactory answers have been hard to find for lack of adequate data and clear guiding theories. In this work the author analyzes a unique collection of data from twenty countries, ranging as far back as the eighteenth century, to uncover key economic and social patterns. His findings transform debate and set the agenda for the next generation of thought about wealth and inequality. He shows that modern economic growth and the diffusion of knowledge have allowed us to avoid inequalities on the apocalyptic scale predicted by Karl Marx. But we have not modified the deep structures of capital and inequality as much as we thought in the optimistic decades following World War II. The main driver of inequality--the tendency of returns on capital to exceed the rate of economic growth--today threatens to generate extreme inequalities that stir discontent and undermine democratic values if political action is not taken. But economic trends are not acts of God. Political action has curbed dangerous inequalities in the past, the author says, and may do so again. This original work reorients our understanding of economic history and confronts us with sobering lessons for today.
Recurrent problems with project performance in the U.S. Department of Energy (DOE) in the 1990s raised questions in Congress about the practices and processes used by the department to manage projects. The 105th Committee of Conference on Energy and Water Resources directed DOE to investigate establishing a project review process. Many of the findings and recommendations in this series of reports identified the need for improved planning in the early project stages (front-end planning) to get the project off to the right start, and the continuous monitoring of projects by senior management to make sure the project stays on course. These reports also stressed the need for DOE to act as an owner, not a contractor, and to train its personnel to function not as traditional project managers but as knowledgeable owner's representatives in dealing with projects and contractors. The NRC Committee for Oversight and Assessment of Department of Energy Project Management determined that it would be helpful for DOE to sponsor a forum in which representatives from DOE and from leading corporations with large, successful construction programs would discuss how the owner's role is conducted in government and in industry. In so doing, the committee does not claim that all industrial firms are better at project management than the DOE. Far from it-the case studies represented at this forum were selected specifically because these firms were perceived by the committee to be exemplars of the very best practices in project management. Nor is it implied that reaching this level is easy; the industry speakers themselves show that excellence in project management is difficult to achieve and perhaps even more difficult to maintain. Nevertheless, they have been successful in doing so, through constant attention by senior management.
The twentieth century witnessed an unprecedented increase in the number of capital cities worldwide – in 1900 there were only about forty, but by 2000 there were more than two hundred. And this, surely, is reason enough for a book devoted to the planning and development of capital cities in the twentieth century. However, the focus here is not only on recently created capitals. Indeed, the case studies which make up the core of the book show that, while very different, the development of London or Rome presents as great a challenge to planners and politicians as the design and building of Brasília or Chandigarh. Put simply, this book sets out to explore what makes capital cities different from other cities, why their planning is unique, and why there is such variety from one city to another. Sir Peter Hall’s ‘Seven Types of Capital City’ and Lawrence Vale’s ‘The Urban Design of Twentieth Century Capital Cities’ provide the setting for the fifteen case studies which follow – Paris, Moscow and St Petersburg, Helsinki, London, Tokyo, Washington, Canberra, Ottawa-Hull, Brasília, New Delhi, Berlin, Rome, Chandigarh, Brussels, New York. To bring the book to a close Peter Hall looks to the future of capital cities in the twenty-first century. For anyone with an interest in urban planning and design, architectural, planning and urban history, urban geography, or simply capital cities and why they are what they are, Planning Twentieth Century Capital Cities will be the key source book for a long time to come.