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A Strategic-Oriented Implementation of Projects

Book Description

While it is broadly accepted that projects are the building blocks in implementing organizational strategic objectives, many books fail to address one critical question: how do you translate a strategic objective into a manageable project task?

 Lavishly illustrated with more than 40 figures and tables, this latest book from practitioner and project management professor Mihály Görög, PhD addresses this critical lack, for project managers of all levels.

 With each of its chapters devoted to exploring a specific topic, the book begins by focusing on internal projects within an organization. Using real-world examples from multiple industries, Dr. Görög effortlessly provides both theory and practical tools for thinking and working strategically throughout the project process, including mastering scope challenges and evaluating project success.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Table of Contents
  5. List of Figures
  6. List of Tables
  7. Preface
  8. Introduction
  9. Part I: A Strategy-Oriented Approach to Managing the Project Result
    1. Chapter 1 – Strategy and Projects
      1. Interrelationships between Strategy and Projects
      2. The Organizational Project Portfolio
      3. Grouping of Projects
    2. Chapter 2 – Success Criteria and Project Management Competences
      1. Evolution of the Approach to Project Success
      2. Hierarchical Approach to Project Success
      3. Matching Competences with Success – The Role of a Project Management Toolkit
    3. Chapter 3 – The Strategy-Oriented Project Cycle
      1. Extant Views on the Project Cycle
      2. Strategy-Oriented Approach to the Project Cycle
      3. Relevancy of the Strategy-Oriented Project Cycle
    4. Chapter 4 – The Strategy-Oriented Project Scope Definition
      1. Extant Approaches to Scope Definition
      2. Strategy Based Definition of the Desired Project Result—the Strategic Projects
      3. Scope Definition of Non-Strategic Projects
    5. Chapter 5 – Viability of the Project Idea
      1. Requirements that Need to be Satisfied
      2. The Feasibility Studies
      3. Relationships between Scope Definition and Success
    6. Chapter 6 – Strategy-Oriented Scope Control and Change Management
      1. Controlling the Project Scope
      2. Managing the Scope Change
      3. Interrelationships between Scope Definition, Scope Control, Scope Change and Success
    7. Chapter 7 – Project Post-Evaluation
      1. The Aim of Post-Evaluation
      2. The Process of Post-Evaluation
      3. The Role of the Project Office
    8. Chapter 8 – Implications for Program Management
      1. Project Programs
      2. Strategy-Oriented Program-Level Scope Management
  10. Part II: A Strategy for Implementing External Projects—The Client Perspective
    1. Chapter 9 – Project Implementation Strategy
      1. Views on Contracting Out Projects
      2. External Projects and the Primary Stakeholders in External Projects
      3. The Role of Project Implementation Strategy
      4. The Scope of Formulating Project Implementation Strategy
    2. Chapter 10 – Types of Contract
      1. Traditional Type of Contract
      2. Turnkey Type of Contract
      3. Management Type of Contract
      4. A Comparison of the Types of Contract
    3. Chapter 11 – Types of Payment
      1. Views on Payment
      2. Price-Based Type of Payment
      3. Cost-Based Type of Payment
      4. Target-Based Type of Payment
      5. A Comparison of the Types of Payment
      6. Time and Material-Based Payment
    4. Chapter 12 – Formulating Appropriate Project Implementation Strategy in the Narrow Sense
      1. Approaches to Project Implementation Strategy
      2. Projects and Clients—Their Inherent Characteristics
      3. Types of Contracts and Types of Payment: Their Inherent Characteristics
      4. Matching Project Implementation Strategy with the Inherent Characteristics of the Project and those of the Client
      5. Case Examples of the Formulation of Appropriate Project Implementation Strategies in the Narrow Sense
    5. Chapter 13 – Tendering and Prequalification
      1. Types of Tendering
      2. The Aim and the Process of Prequalification
    6. Chapter 14 – Project Implementation Strategy in the Broader Sense—Matching Tendering and Prequalification with Project Implementation Strategy
      1. Matching Prequalification with Project Implementation Strategy
      2. Matching Tendering with Project Implementation Strategy
      3. Case Examples Demonstrating Matching
    7. Chapter 15 – Bid Evaluation – Ranking the Tender Bids
      1. The Aim of Bid Evaluation
      2. Ranking the Bids
      3. Case Examples for Bid Ranking
    8. Chapter 16 – Implications for Clients and External Contributors
      1. Implications for Clients
      2. Implications for External Contributors
  11. References