Mistakes on mega-projects continue to embarrass Governments all over the world. No country has been immune from such fiascos, but the failures are eminently avoidable - if you know how. Governments don't need the costs of failure, they don't need the aggravation. They do need Louise Hart's Procuring Successful Mega-Projects. Within the context of large public projects, the author explains how to structure the project, how to build and manage a team, how to run the procurement process and how to ensure that the handover to the delivery phase is not a hospital pass.
Mistakes on mega-projects continue to embarrass Governments all over the world. No country has been immune from such fiascos, but the failures are eminently avoidable - if you know how. Governments don't need the costs of failure, they don't need the aggravation. They do need Louise Hart's Procuring Successful Mega-Projects. Within the context of large public projects, the author explains how to structure the project, how to build and manage a team, how to run the procurement process and how to ensure that the handover to the delivery phase is not a hospital pass.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Louise Hart has been involved with mega-projects in Sydney and London for around 30 years. She has led major procurements for the public sector, including as Project Director for the establishment of the $3.6 billion public private partnership for the double deck Waratah passenger trains now serving Sydney's network. Her past roles, which span the public and private sectors, include: solicitor in international law firms in Sydney and London; adviser to the Latvian Ministry of Economic Reform; Privatisation Legal Adviser for the flotation of Railtrack, then the owner of Britain's rail network; and transaction manager for two major restructurings of the Channel Tunnel Rail Link project. Louise is now is an independent consultant and speaker specialising in major projects and procurement.
Inhaltsangabe
I: Introduction 1: Introduction 2: Ending Up In Court II: The Contract 3: The Project 4: The Specification 5: Risk Management 6: Performance Incentives 7: Boilerplate Clauses III: The People 8: The Minister 9: The Agency 10: The Lawyers 11: Other Advisers 12: Governance IV: The Procurement Process 13: Establishing a Fair Process 14: Putting Out the Call 15: Evaluating the Tenders 16: Negotiating the Contract 17: Bullet-Proofing the Selection Decision V: Finishing in Style 18: Handover to Contract Management 19: A Final Word
I: Introduction 1: Introduction 2: Ending Up In Court II: The Contract 3: The Project 4: The Specification 5: Risk Management 6: Performance Incentives 7: Boilerplate Clauses III: The People 8: The Minister 9: The Agency 10: The Lawyers 11: Other Advisers 12: Governance IV: The Procurement Process 13: Establishing a Fair Process 14: Putting Out the Call 15: Evaluating the Tenders 16: Negotiating the Contract 17: Bullet-Proofing the Selection Decision V: Finishing in Style 18: Handover to Contract Management 19: A Final Word
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