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Macmillan Higher Education Palgrave Higher Education

Major Infrastructure Projects

Planning for Delivery

ISBN 9781137515865
Publication Date July 2017
Formats Ebook Paperback 
Publisher Palgrave

With the delivery of projects becoming ever more challenging because of the current economic and legislative environment, Major Infrastructure Projects provides a detailed overview of the management of large infrastructure projects.

Each chapter contains a topical case study, allowing students to appreciate the bigger picture behind management practices on an international scale. Such cases studies include taking a closer look at London’s Crossrail project and Al Maktoum International Airport in Dubai. Have a look at the full list of case studies in the sidebar.  

This title bridges the divide between funding/finance and operational project management for infrastructure projects. The authors have created links between techniques, risk, agile approaches and integrated supply chains, making this a comprehensive reference for all students focusing on project management.

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. Edward’s 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’ desig

n, 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 HaCIRIC’s 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. 

Chapter 1: Background to the importance of Critical Infrastructure
Stage I: PROJECT APPRAISAL
Chapter 2: Transforming Policy into Practice: Implementation project plan on major infrastructure projects
Chapter 3: Capital and operational effectiveness: Past experiences and recent developments
Chapter 4: Goal setting and performance measurement
Chapter 5: Investment appraisal for sustainable value creation on major infrastructure projects
Chapter 6: Social Return on Infrastructure Investments (SROI)
Stage II: MAXIMISING INTEGRATED SUPPLY CHAINS
Chapter 7: Stakeholder engagement on major infrastructure projects
Chapter 8: Maximising integrated supply chains on major infrastructure projects
Chapter 9: Procurement and contract strategy on major infrastructure projects
Chapter 10: Integrating governance and ethics on major infrastructure projects
Chapter 11: Managing unpredictability and vulnerability
Stage III: IMPLEMENTING VALUE ENHANCING PRACTICES
Chapter 12: Implementing value enhancing practices on major infrastructure projects
Chapter 13: Applying agile approach on major infrastructure projects
Chapter 14: Achieving operational effectiveness on major infrastructure projects
Chapter 15: Planning for implementation with science based techniques on major infrastructure projects-sensors-way forward
Chapter 16: Conclusion: Delivering capital effectiveness on major infrastructure Projects.

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