The book combines project management, leadership and motivational techniques that will help the project leader achieve their definition of success.
The book explores what success really means. Several projects, like the Sydney Opera House, Channel Tunnel Link, and Jubilee line extension, were considered a failure, but can now be considered as huge successes. Are we accurately tailoring the right criteria to define the success of large infrastructure projects, or are we just sticking to the so-called Golden Triangle? Do we sometimes confuse project management success with project success? Or is project success an illusion?
It explores what success means from the client’s, contractor’s, stakeholder’s and delivery project manager’s perspective. It then uses these perspectives to recommend criteria to benchmark and ensure the success of large infrastructure projects. The book follows this up by discussing ten critical success factors, which combines the right mix of the science and art of project management required to deliver projects successfully.
It discusses how to add value to the following success factors: Effective top-level management support; Choosing the right team; Making the procurement process count; Developing a robust project schedule; Monitoring and Control; Proactive Risk Management; Reactive Troubleshooting; Supplier collaboration; Lean philosophy and Project leadership.
The book collates Principles that have been tested and worked for experienced Project Leaders to deliver large infrastructure projects successfully across the world. It is written from an experienced person’s point of view and therefore includes practical issues the Project Leader faces daily and how to deal with them to ensure their success. It also includes a number of case studies from around the world.
The goal of the author is for other Project Leaders to use these readily applicable principles and encourages them to develop their own principles to ensure their projects are successful’.
The author believes that large infrastructure projects should be run like business organisations and business organisation leaders/entrepreneur growing their business should consider thinking like project leaders. The principles taught in the book is therefore also applicable to leaders in business organisations.
The practical insights on how to apply project management, leadership and motivational skills to projects and how to overcome the issues involved makes it a must-read for anyone in the project management/construction industry including students looking to dip their toes in project management, construction, civil engineering and to be leaders of organisations.