03011nam 2200721 a 450 991110582310332120251116174958.01-135-36275-01-135-36276-91-280-42871-697866104287170-203-00722-0978020300722810.4324/9780203007228 (CKB)1000000000247647(EBL)165057(OCoLC)437073320(SSID)ssj0000100692(PQKBManifestationID)11982262(PQKBTitleCode)TC0000100692(PQKBWorkID)10021287(PQKB)10657643(SSID)ssj0000276755(PQKBManifestationID)11237831(PQKBTitleCode)TC0000276755(PQKBWorkID)10232821(PQKB)10882153(OCoLC)900233996(MiAaPQ)EBC165057(PPN)198450486(FlBoTFG)9780203007228(EXLCZ)99100000000024764720000327d1999 uy 0engur|n|---|||||txtccrAir power in the age of total war /John Buckley1st ed.London UCL Press19991 online resource (273 p.)Warfare and historyDescription based upon print version of record.1-85728-589-1 1-85728-588-3 Includes bibliographical references and index.Preliminaries; Contents; List of tables; Acknowledgements; Glossary; 1 Air power in the age of total war; 2 The birth of air power; 3 The First World War 1914 18; 4 The development of air power doctrine and theory 1918 39; 5 Global air power 1918 39; 6 The war in Europe 1939 45; 7 The war in the Far East 1937 45; 8 Air power and the post war world; 9 Conclusions; Notes; Select bibliography; IndexWarfare in the first half of the 20th century was fundamentally and irrovocably altered by the birth and subsequent development of air power. This work assesses the role of air power in changing the face of battle on land and sea. Utilizing late-1990s research, the author demonstrates that the phenomenon of air power was both a cause and a crucial accelerating factor contributing to the theory and practice of total war. For instance, the expansion of warfare to the homefront was a direct result of bombing and indirectly due to the extent of national economic mobilization required to support fiWarfare and history.Air powerHistoryAir warfareHistoryAir powerHistory.Air warfareHistory.358.400904Buckley John D867098MiAaPQMiAaPQMiAaPQBOOK9911105823103321Air power in the age of total war4776986UNINA12324oam 2200517K 450 991114659850332120260720160708.01-00-300626-41-000-05613-91-003-00626-41-000-05609-09781003006268(CKB)4100000011241756(MiAaPQ)EBC6191925(OCoLC)1154017078(OCoLC-P)1154017078(FlBoTFG)9781003006268(EXLCZ)99410000001124175620200512d2020 uy 0engurcnu---unuuutxtrdacontentcrdamediacrrdacarrierAchieving successful and sustainable project delivery in Africa how to implement effective and efficient project management practices and policies /Dr. Okoro Chima Okereke1st ed.New York :Productivity Press,2020.1 online resource (xxii, 251 pages) illustrations0-367-43762-7 9781032400198 Cover -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Preface -- Foreword -- Acknowledgements -- Chapter 1 Introduction -- Definition of Terms: Project Failure and Abandonment, Successful and Sustainable Project Delivery -- Main Objective of the Book -- References -- Section 1 Some Failed Projects and Project Deliverables -- Chapter 2 Examples of Failed Projects in Nigeria -- Failed Nigerian Steel Industry -- Initial Promising Start -- Causes of Failure -- Disagreement over Privatisation -- Reasons for the Privatisation -- Poor Return on Investment, Gross Inefficiency, and Source of Major Financial Drain on the Economy -- Zero Productivity with Regular Payments on Full Salaries -- Abandoned and Still to Be Reactivated Scientific Projects -- Why Was the Centre Not Completed? -- Going Forward: Road Map -- Observations and Comments -- Nigeria Is the Largest Importer of Petrol Because of Non-Functional Refineries [1] -- Comments -- Little or No Accountability and "White Elephant Projects" [2] -- Questionable and "White Elephant" Projects in Nigeria [2] and Other African Countries -- Causes of Failure -- Failure to Plan for Sustainability of Projects and Project Deliverables -- Personal Experience: Failure of Delta Steel Company -- Absence of Project Management Office: International Practice for National Project Management and Sustainability -- Going Forward -- Necessity for a Nigerian National Project Management Office -- Questions -- References -- Chapter 3 Examples of Failed Projects in Ghana -- Failure of the Ghana-STX Building Project: A 10 Billion Housing Project [1] -- Questions -- References -- Chapter 4 Examples of Failed Projects in South Africa -- Poor Planning and Implementation: Poor Project Management -- Nelson Mandela Bay Metropolitan Municipality Metro Buses: A Failed but Not Abandoned Project [2].Failure in the Telecommunications Industry in South Africa [3] -- Microsoft's Digital Villages in South Africa [4] -- Comments -- Questions -- References -- Section 2 Failed Projects in Some Industries in Africa -- Chapter 5 Failures in Construction Industry -- Questions -- References -- Chapter 6 Failures in Water (Borehole) Projects -- Money "Wasted" on Water Projects in Africa -- New Operations Strategy -- Success of Boreholes in Ghana GovernmentSupport Scheme -- Comments -- Questions -- References -- Chapter 7 Failures in the Electricity Industry -- Poor Power Supply Causes Poor Economic Growth -- Questions -- References -- Chapter 8 Renewable Energy Projects -- Problem of Low Investments in Africa -- Lack of Access to, and Grossly Inadequate Reliable Grid Supply in Nigeria [2, 3] -- Grossly Deficient and Lack of Electricity Supply Extends the Cycle of Poverty -- Nigeria's Solar Projects: A Mixture of Failures and Successes -- An Example of a Failed Renewable Energy Project in Nigeria [4] -- Cause of Failure: Poor and Inadequate Maintenance -- Causes of Failure of Renewable Energy Projects in Nigeria -- Successful Renewable Energy Project in Nigeria [4] -- A Bright Spot in Jigawa -- Going Forward -- Comments and "Turning of the Tide" in the Renewable Energy Industry -- Why Should There Be a Section on Successes in a Book That Discusses Failed Projects? -- Successful Developments in the Solar Power -- Successful Streetlights in Lagos, 2016 -- Lagos State and UK Department for International Development (UK DFID) -- Building the Market for Solar Power in Nigeria -- The Programme Approach -- Progress and Improvement in Education as Solar Power Provides Affordable Energy for Classrooms, IT Lessons and Much More -- Maintenance Arrangement of Deliverables -- Observations and Comments -- Renewable Energy in Other African Countries [5].World Bank Funding: Solar Power in Kenya [5] -- Local Solar Vendors and Distributors -- Mobile Pay-Go Solar Energy in Zambia Aims at 850,000 Homes [6] -- Ghana's Renewable Energy Project of Solar Photovoltaic (PV) and Wind Power Minigrids [7] -- Questions -- References -- Section 3 Definition of Problems, Review and Suggestions for Solutions -- Chapter 9 Lack of Resources, Poor Planning and Poor Project Management -- Questions -- References -- Chapter 10 Problems of Corruption, Zero Productivity and Poor Return on Investment -- Summary -- Questions -- Chapter 11 Failed Governance, Majorly Contributory to Failed Projects in Africa -- Dissolution of the Nigeria Steel Development Authority (NSDA) -- Lack of Continuity and Consistency in Successive Government Policies -- Problem of Accountability -- Way Forward -- Questions -- References -- Section 4 A Framework for Successful Management of Projects, Programmes, and Portfolios using OPM, PPM Lifecycle &amp -- PMO -- Chapter 12 A Suggested Framework -- Description of the Components of the Framework -- Questions -- References -- Chapter 13 Project Portfolio Management (PPM) -- An Introduction to Project Portfolio Management -- Functions and Necessity -- The PPM Philosophy -- Implementation of Project Portfolio Management -- Describing and Developing the Phases -- Gate or Phase 1: Classification, Evaluation and Selection -- Necessity for Evaluation and Selection -- Gate or Phase 2: Management and Monitoring -- Gate or Phase 3: Business Plan and Budgeting -- Gate or Phase 4: Project Implementation -- Monitoring and Control -- Flexibility, Continuity and Key Performance Index -- Other Applications of KPIs in PPM -- Using BSC to Implement Corporate Strategy Using PPM -- PPM Governance -- Tips for Achieving Good Governance -- Design of PPM Governance System -- Other Features of PPM Governance System.PPM Governance and Portfolio Management -- Governance Implications within the PMO -- Governance at the Programme and Project Level -- Management of Corporate Benefits in PPM Implementation, Challenges and Maintenance of PPM Implementation: Suggested Checklist of Key Components Required for Successful Project Portfolio Management -- A Suggested Checklist of Key Components Required for Successful Project Portfolio Management -- Questions -- References -- Chapter 14 Programme Management -- Programme Goals and Objectives -- Programme Roadmap -- Managing Successful Programmes -- A Specific Work Success Story -- Questions -- References -- Chapter 15 Project Management Life Cycle -- The Process Groups -- Initiating Process Group -- Activities of the Initiating Process Group -- Develop Project Charter -- Develop Preliminary Project Scope Statement -- Planning Process Group -- Develop Project Management Plan -- Scope Planning -- Scope Definition -- Create Work Breakdown Structure -- Activity Definition -- Activity Sequencing -- Activity Resource Estimating -- Activity Duration Estimating -- Schedule Development -- Cost Estimating -- Cost Budgeting -- Quality Planning -- Human Resources Planning -- Communication Planning -- Risk Planning -- Plan Purchases and Acquisitions -- Plan Contracting -- Project Execution Process Group -- Monitoring and Controlling Process Group -- Integrated Change Control Process -- Close Project Process -- Administrative Closure -- Contract Closure -- Questions -- Chapter 16 Transitioning from Project to Operations and Maintenance -- Questions -- Reference -- Section 5 Summary of Suggestions for the Achievement of Success and Sustainability in Project Delivery -- Chapter 17 Contributions of the Book for the Achievement of Success and Sustainability in Project Delivery -- Tabular Guideline for the Use of the Recommended Framework.Appendix 1: National Project Management Office (NPMO) -- Appendix 2: Definitions and Explanations for Frequently Used Project Management Words for Busy Executives and Managers in Developing Countries -- Appendix 3: KPI-BSC Link -- Appendix 4: Enterprise Project Management Office (EPMO) -- Appendix 5: Tips for PPM Success -- Appendix 6: Programme Benefits Management -- Appendix 7: Key Performance Index (KPI) -- Appendix 8: Balanced Scorecard (BSC) -- Appendix 9: Enterprise Risk Management -- Index.African nations have an underdeveloped industrial and economic base such as their water supply, electrical systems, roads, railways, etc. Massive funding is required to build each of these basic services to the levels of developed nations - funding they don't have. Many African countries rely on assistance from the government and global companies looking to invest or facilitate projects in the region. And for a variety of reasons, many of these projects fail or are inadequate to fulfil the needs of the nation. In order to facilitate their own economic development, African nations need to cultivate efficient project management practices and policies that will help them achieve their goal of sustainability. This book by a multidisciplinary project management consultant, contributes to the body of knowledge that each African country can attain and sustain economic development by suggesting how to eliminate and correct most causes of failures of projects in construction, water treatment, electricity and renewable energy. It suggests that they should also be able to obtain the sustainable harvesting of the benefits of project deliverables which have been planned for in order to implement the various aspects of their economic development. The suggestions in this book will make a difference in project delivery and are comprehensive enough to create a root-and-branch change which will affect the people involved in making decision on projects and their delivery. Thus, project management teams and their managers, organization decision makers, companies looking to invest in the region, and politicians who plan the economy have to understand the causes of unhelpful practices and what needs to be done in order to produce productive and effective delivery of long-term sustainable project. The principal goal of this book is to advise public and private companies, and international organizations conducting projects in Africa on how to prepare themselves, their businesses and enterprises to solve the problems that cause failure of projects and abandonment of project deliverables. The book also recommends the necessity for a commercial enterprise or government entity to prepare and develop its vision, mission, and strategic objects to constitute the basis of a business plan which should be implemented for successful operations. After first identifying various failed and abandoned projects in Nigeria, Ghana and South Africa, the author provides an analysis of why these projects failed or were abandoned. By using methodologies of Organizational Project Management (OPM), Project Portfolio Management (PPM) and project management techniques, he suggests a framework for project delivery which could be used as a foundational structure and platform that will address the problem and provide solutions for the achievement of successful and sustainable project delivery in Africa.Project managementAfricaProject management363.60684363.60684Okereke Chima1946-OCoLC-POCoLC-PBOOK9911146598503321UNINA03353nam 2200721Ia 450 991114013150332120251116203725.01-315-59357-21-317-10162-61-317-10161-81-281-33209-797866113320990-7546-8135-1978131559357910.4324/9781315593579 (CKB)1000000000412016(EBL)438410(OCoLC)560651388(SSID)ssj0000196911(PQKBManifestationID)11188830(PQKBTitleCode)TC0000196911(PQKBWorkID)10154088(PQKB)10713669(Au-PeEL)EBL438410(CaPaEBR)ebr10224500(CaONFJC)MIL922665(MiAaPQ)EBC438410(FINmELB)ELB161062(OCoLC)953046900(FlBoTFG)9781315593579(EXLCZ)99100000000041201620071214d2008 uy 0engur|n|---|||||txtccrManaging group risk attitude /Ruth Murray-Webster and David Hillson1st ed.Aldershot, England ;Burlington, VT Gowerc20081 online resource (191 p.)Description based upon print version of record.1-03-283795-0 0-566-08787-1 Includes bibliographical references (p. [157]-163) and index.Cover; Contents; List of Figures; List of Tables; Acknowledgements; Foreword; Preface; Part I: Understanding and Managing Risk Attitude: The State of Current Knowledge; Chapter 1 Understanding risk attitude; Chapter 2 What is a good decision?; Chapter 3 Managing risk attitude; Part II: Group Risk Attitude in Action: From Theory to Practice; Chapter 4 Drivers of group risk attitude; Chapter 5 Exploring influences on group risk attitude; Chapter 6 Implications for managing group risk attitude; Part III: Effective Group Decision-Making Through Managed Risk AttitudeChapter 7 Practical steps for managing group risk attitudeChapter 8 The journey continues: Charting the way ahead; Appendix A: Applying the Four A's: Case study debrief; Appendix B: Managing group risk attitude research questionnaire; Appendix C: Phase 1 research decision data; Appendix D: The web-based survey; Appendix E: Emotional intelligence/literacy diagnostic tools; References; Index; A; B; C; D; E; F; G; H; I; L; M; N; O; P; R; S; T; U; VDavid Hillson and Ruth Murray-Webster bring together leading-edge thinking on risk attitudes and emotional literacy to create a unique resource for those wishing to move beyond mere implementation of a risk process and towards a people-centred approach for risk management.Provides clear and usable guidance for readers on how to manage risk attitude in their working groups.Risk managementManagementRisk management.Management.658.15658.15/5658.155Murray-Webster RuthHillson David1955-MiAaPQMiAaPQMiAaPQBOOK9911140131503321UNINA