In July of this year I had the opportunity to participate in a high level roundtable discussion in support of the Post-2015 development and climate change agendas of the United Nations. The focus of the panel discussion was to identify potential “moments” and “movements” that could represent game changing and enabling opportunities for implementation of each of these agendas.
Challenges of infrastructure and long term investmentBob Prieto
In July of this year I had the opportunity to participate in a high level roundtable discussion in support of the Post-2015 development and climate change agendas of the United Nations. The focus of the panel discussion was to identify potential “moments” and “movements” that could represent game changing and enabling opportunities for implementation of each of these agendas. During our deliberations we identified long term investment in infrastructure and improvements to the infrastructure prioritization and delivery processes as a primary challenge and opportunity.
At one level this is readily understandable but at another level, the strength and importance of infrastructure to achieving these broad global agendas had never been so directly and strongly linked. This was made all the more important given the diversity of backgrounds represented in the discussion.
Through their deliberations the panel outlined a long term vision and roadmap for implementation including identification of a potential “grand challenge” to act as a centerpiece for a relevant “movement” in support of these development and climate change agendas.
Findings Relevant to the GEF IW Learn ConfernceIwl Pcu
Main objectives of the study:
An assessment of the impacts and results of the IW focal area to the protection of transboundary water ecosystems.
An assessment of the approaches, strategies and tools by which results were achieved.
Identification of lessons learned and formulation of recommendations to improve GEF IW operations.
The Study is a key input to the independent Overall Program Study of the GEF.
Presentation titled, 'Improving Public Investment Management in the Caribbean,' delivered by Dr. Wendell Samuel, CARTAC Center Coordinator at the Conference, 'Project Cycle Management Conference - A Cornerstone of Implementation and Delivery,' September 2019 in St. George's Grenada.
This session will introduce public private partnerships, focusing on how they are structured and risk allocation principles. Public-private partnerships are a form of risk allocation, and thus are part of a toolbox to be utilized by participants in developing a plan for moving from project concept to bankable project proposal.
o OBJECTIVE: Participants will understand basic principles of public-private partnerships and how PPPs can help improve the efficiency and sustainability of a project.
Classes of Factors to be Considered in Infrastructure Investment PrioritizationBob Prieto
The prioritization of infrastructure investment must be focused on achieving the strategic objectives of the implementing agency or governmental unit while recognizing the broad role that infrastructure plays in serving society and supporting adjacent regional and national networks. Clear, robust objectives must be established; continuously articulated; alignment with affected stakeholders achieved; performance metrics established and continuously monitored and measured; and, corrective actions and portfolio adjustments made based on performance and changed futures. Many of these performance metrics will be associated with the factors to be considered in initial prioritization.
Specifically, the following categorization is suggested as a way to classify and consider the factors used in prioritization of infrastructure investments:
Doing the right things
Doing enough of the right things
Doing right things right
Challenges of infrastructure and long term investmentBob Prieto
In July of this year I had the opportunity to participate in a high level roundtable discussion in support of the Post-2015 development and climate change agendas of the United Nations. The focus of the panel discussion was to identify potential “moments” and “movements” that could represent game changing and enabling opportunities for implementation of each of these agendas. During our deliberations we identified long term investment in infrastructure and improvements to the infrastructure prioritization and delivery processes as a primary challenge and opportunity.
At one level this is readily understandable but at another level, the strength and importance of infrastructure to achieving these broad global agendas had never been so directly and strongly linked. This was made all the more important given the diversity of backgrounds represented in the discussion.
Through their deliberations the panel outlined a long term vision and roadmap for implementation including identification of a potential “grand challenge” to act as a centerpiece for a relevant “movement” in support of these development and climate change agendas.
Findings Relevant to the GEF IW Learn ConfernceIwl Pcu
Main objectives of the study:
An assessment of the impacts and results of the IW focal area to the protection of transboundary water ecosystems.
An assessment of the approaches, strategies and tools by which results were achieved.
Identification of lessons learned and formulation of recommendations to improve GEF IW operations.
The Study is a key input to the independent Overall Program Study of the GEF.
Presentation titled, 'Improving Public Investment Management in the Caribbean,' delivered by Dr. Wendell Samuel, CARTAC Center Coordinator at the Conference, 'Project Cycle Management Conference - A Cornerstone of Implementation and Delivery,' September 2019 in St. George's Grenada.
This session will introduce public private partnerships, focusing on how they are structured and risk allocation principles. Public-private partnerships are a form of risk allocation, and thus are part of a toolbox to be utilized by participants in developing a plan for moving from project concept to bankable project proposal.
o OBJECTIVE: Participants will understand basic principles of public-private partnerships and how PPPs can help improve the efficiency and sustainability of a project.
Classes of Factors to be Considered in Infrastructure Investment PrioritizationBob Prieto
The prioritization of infrastructure investment must be focused on achieving the strategic objectives of the implementing agency or governmental unit while recognizing the broad role that infrastructure plays in serving society and supporting adjacent regional and national networks. Clear, robust objectives must be established; continuously articulated; alignment with affected stakeholders achieved; performance metrics established and continuously monitored and measured; and, corrective actions and portfolio adjustments made based on performance and changed futures. Many of these performance metrics will be associated with the factors to be considered in initial prioritization.
Specifically, the following categorization is suggested as a way to classify and consider the factors used in prioritization of infrastructure investments:
Doing the right things
Doing enough of the right things
Doing right things right
Global Environment Facility Sustainable Cities Integrated Approach Pilot (IAP):
A common platform to help build sustainable cities
Tool #1: Common metrics and consistent terminology
Tool #2: Quantifying energy and material flows through urban metabolism assessments:
Tool #3: Identification of a hierarchy of urban management that prioritizes service provision, increasing resilience and decreasing emissions and environmental impact:
Tool #4: Identification and analysis of local and global system boundaries
Plenary Summary TRACK 1: TDA, SAP, and Participatory Process Best Practices ...Iwl Pcu
Objective: TDA/SAP process is a useful and effective tool for successful environmental intervention.
Some common elements and requirements are shared by all TDAs and SAPs; however, flexibility is essential to reflect regional conditions and differences.
TDA/SAP should reflect process of adaptive management and undergo routine updating.
Presentation on the potential of Mission-Oriented Policies in the up-coming European framework programme for research 'Horizon Europe' at the Conference: HORIZON EUROPE. The new Research and InnovationFramework Programme: challenges and opportunities. Organised by UIMP / CSIC. Santander 10-12 September 2018
A lecture on the theory and practices of strategic urban planning through City Development Strategies given at the Universite Libre de Bruxelles in December 2017.
This session will cover principles of blended finance, which will enable participants to understand a variety of financing options for their project concepts. This session will also focus on how blended finance projects are typically structured. Participants will be able to identify different financing instruments that could potentially be mobilized to fund a project to ensure efficiency and sustainability.
o OBJECTIVE 1: Participants will understand the type and characteristics of different funding instruments and their benefit-cost requirements
o OBJECTIVE 2: Participants will demonstrate how each instrument can be utilized to address specific risks of a particular project.
Infrastructure projects in Greece suffer from systematic slippage both in preparation and execution, with an average of 23 months of slippage in preparation/design and 28 months of slippage in execution/construction (Source: PwC, Infrastructure in Greece, 2019).
In the next years starting in 2021, Greece is expected to receive huge amounts of funds under the next Multiannual Financial Framework (Recovery and Resilience Facility and European Structural and Investment Funds) to implement large infrastructure projects of national importance in a given time-frame.
To meet this challenging goal the Greek Authorities have to find a way to accelerate projects and maximize the absorption of the EU funds. Professional Infrastructure Project Preparation is required, eventually supported by experienced international institutions.
In the following document, the key principles and global best practices in infrastructure project preparation are summarized. Is the Greek Public Sector able to apply them during the next years successfully?
This session provides an overview of the global landscape of climate finance.
• Part 1: Global Climate Finance. This section covers the latest figures for global finance. One of the key takeaways is an understanding of the role of public and private sector financing, and the need to justify the use of public funds for any adaptation project, and how participants can do this.
o OBJECTIVE 1: Participants be familiar with directions and trends in global adaptation/mitigation finance, so they know what is available now and what may or may not be available in the future.
o OBJECTIVE 2: Participants will describe why their project is an appropriate use of public funds.
o OBJECTIVE 3: Participants will distinguish which parts of a project are most appropriate for public finance, and which parts are more matched to public-private partnerships or other forms of financing.
• Part 2: Modalities, Responsibilities, and What to Look For. This section covers financier access modalities and procedures in detail, including the responsibilities of the various stakeholders (Fund, NIE, EE).
o OBJECTIVE 1: Participants will be familiar with the procedures in their country for accessing funds. They will know what steps they need to take and what agencies/representatives to coordinate with in designing the project.
• Part 3: Understanding the Financiers. This section focuses specifically on the priorities and evaluation procedures of the ICCTF and other finance sources available to participants. The point of this section is to ensure that the participants are developing proposals that are consistent with the priorities of their chosen financier, and that explicitly make the case that they harmonize with the mission of the financier.
o OBJECTIVE 1: Participants will know the eligibility criteria, priorities, and evaluation criteria of the climate fund(s) to which they will apply.
Sustainability of Donor Project on Decentralization and Governance Reform in ...Ridho Fitrah Hyzkia
International Public Service Forum 2018, data, governance, government, indonesia, learning, government ,governance ,reformasibirokrasi ,indonesia ,reformasi birokrasi ,analis kebijakan ,policy, pelayanan publik, kementerian, pemerintah, ASN, pegawai negeri sipil, lembaga, government officer, dynamic governance, budaya kerja, aparatur sipil negara, pns, tata kelola, pelayanan prima, masyarakat
Narrowing the Options A Economic Considerations - Session 7 Managing Project ...UNDP Climate
This session covers basic economic considerations that are important in designing projects. Participants will learn how these considerations factor into decision-making processes, and how they can be used to decide between multiple adaptation options. The session will also elaborate on how to determine which parts of a project should be funded by the public sector and which parts should be funded by the private sector, and what types of analyses are required for each. Experts will help the participants understand rules of thumb for economic and financial viability of project options. This session will help participants understand some guiding principles for allocating limited resources based on cost-benefit analysis and cost-effectiveness analysis.
o OBJECTIVE 1: Participants will understand and apply decision rules through the application of a case study
o OBJECTIVE 2: Participants will present their trees and receive comment about the linkages and logic from experts.
NAP Training Viet Nam - Session 2 Conceptual Understanding of the NAP ProcessUNDP Climate
This two-day workshop supported the Government of Viet Nam in building the necessary capacity to advance its National Adaptation Plan (NAP) process. The workshop closely focused on building National Adaptation Plans in the agricultural sector through multi-stakeholder collaboration, and increased knowledge and capacity on a number of topics including: prioritization of adaptation options, cost-benefit analysis, overview of the broad-based nature of climate change adaption impacts, analysis of challenges, and creation of an open discussion with key stakeholders on defining a road-map for the NAP process. The workshop was delivered using discussions and case studies to enhance interactive learning for participants, with supporting presentations by GiZ and SNV.
Developing projects and programs in a strategic manner: Adaptation Investment...NAP Global Network
Presentation given by Deborah Murphy and Maribel Hernandez, NAP Global Network, as part of the Network's Peer Learning Forum on “The Transition from Planning to Implementation in the NAP Process,” held in Victoria Falls, Zimbabwe, from February 27-29, 2024
Global Environment Facility Sustainable Cities Integrated Approach Pilot (IAP):
A common platform to help build sustainable cities
Tool #1: Common metrics and consistent terminology
Tool #2: Quantifying energy and material flows through urban metabolism assessments:
Tool #3: Identification of a hierarchy of urban management that prioritizes service provision, increasing resilience and decreasing emissions and environmental impact:
Tool #4: Identification and analysis of local and global system boundaries
Plenary Summary TRACK 1: TDA, SAP, and Participatory Process Best Practices ...Iwl Pcu
Objective: TDA/SAP process is a useful and effective tool for successful environmental intervention.
Some common elements and requirements are shared by all TDAs and SAPs; however, flexibility is essential to reflect regional conditions and differences.
TDA/SAP should reflect process of adaptive management and undergo routine updating.
Presentation on the potential of Mission-Oriented Policies in the up-coming European framework programme for research 'Horizon Europe' at the Conference: HORIZON EUROPE. The new Research and InnovationFramework Programme: challenges and opportunities. Organised by UIMP / CSIC. Santander 10-12 September 2018
A lecture on the theory and practices of strategic urban planning through City Development Strategies given at the Universite Libre de Bruxelles in December 2017.
This session will cover principles of blended finance, which will enable participants to understand a variety of financing options for their project concepts. This session will also focus on how blended finance projects are typically structured. Participants will be able to identify different financing instruments that could potentially be mobilized to fund a project to ensure efficiency and sustainability.
o OBJECTIVE 1: Participants will understand the type and characteristics of different funding instruments and their benefit-cost requirements
o OBJECTIVE 2: Participants will demonstrate how each instrument can be utilized to address specific risks of a particular project.
Infrastructure projects in Greece suffer from systematic slippage both in preparation and execution, with an average of 23 months of slippage in preparation/design and 28 months of slippage in execution/construction (Source: PwC, Infrastructure in Greece, 2019).
In the next years starting in 2021, Greece is expected to receive huge amounts of funds under the next Multiannual Financial Framework (Recovery and Resilience Facility and European Structural and Investment Funds) to implement large infrastructure projects of national importance in a given time-frame.
To meet this challenging goal the Greek Authorities have to find a way to accelerate projects and maximize the absorption of the EU funds. Professional Infrastructure Project Preparation is required, eventually supported by experienced international institutions.
In the following document, the key principles and global best practices in infrastructure project preparation are summarized. Is the Greek Public Sector able to apply them during the next years successfully?
This session provides an overview of the global landscape of climate finance.
• Part 1: Global Climate Finance. This section covers the latest figures for global finance. One of the key takeaways is an understanding of the role of public and private sector financing, and the need to justify the use of public funds for any adaptation project, and how participants can do this.
o OBJECTIVE 1: Participants be familiar with directions and trends in global adaptation/mitigation finance, so they know what is available now and what may or may not be available in the future.
o OBJECTIVE 2: Participants will describe why their project is an appropriate use of public funds.
o OBJECTIVE 3: Participants will distinguish which parts of a project are most appropriate for public finance, and which parts are more matched to public-private partnerships or other forms of financing.
• Part 2: Modalities, Responsibilities, and What to Look For. This section covers financier access modalities and procedures in detail, including the responsibilities of the various stakeholders (Fund, NIE, EE).
o OBJECTIVE 1: Participants will be familiar with the procedures in their country for accessing funds. They will know what steps they need to take and what agencies/representatives to coordinate with in designing the project.
• Part 3: Understanding the Financiers. This section focuses specifically on the priorities and evaluation procedures of the ICCTF and other finance sources available to participants. The point of this section is to ensure that the participants are developing proposals that are consistent with the priorities of their chosen financier, and that explicitly make the case that they harmonize with the mission of the financier.
o OBJECTIVE 1: Participants will know the eligibility criteria, priorities, and evaluation criteria of the climate fund(s) to which they will apply.
Sustainability of Donor Project on Decentralization and Governance Reform in ...Ridho Fitrah Hyzkia
International Public Service Forum 2018, data, governance, government, indonesia, learning, government ,governance ,reformasibirokrasi ,indonesia ,reformasi birokrasi ,analis kebijakan ,policy, pelayanan publik, kementerian, pemerintah, ASN, pegawai negeri sipil, lembaga, government officer, dynamic governance, budaya kerja, aparatur sipil negara, pns, tata kelola, pelayanan prima, masyarakat
Narrowing the Options A Economic Considerations - Session 7 Managing Project ...UNDP Climate
This session covers basic economic considerations that are important in designing projects. Participants will learn how these considerations factor into decision-making processes, and how they can be used to decide between multiple adaptation options. The session will also elaborate on how to determine which parts of a project should be funded by the public sector and which parts should be funded by the private sector, and what types of analyses are required for each. Experts will help the participants understand rules of thumb for economic and financial viability of project options. This session will help participants understand some guiding principles for allocating limited resources based on cost-benefit analysis and cost-effectiveness analysis.
o OBJECTIVE 1: Participants will understand and apply decision rules through the application of a case study
o OBJECTIVE 2: Participants will present their trees and receive comment about the linkages and logic from experts.
NAP Training Viet Nam - Session 2 Conceptual Understanding of the NAP ProcessUNDP Climate
This two-day workshop supported the Government of Viet Nam in building the necessary capacity to advance its National Adaptation Plan (NAP) process. The workshop closely focused on building National Adaptation Plans in the agricultural sector through multi-stakeholder collaboration, and increased knowledge and capacity on a number of topics including: prioritization of adaptation options, cost-benefit analysis, overview of the broad-based nature of climate change adaption impacts, analysis of challenges, and creation of an open discussion with key stakeholders on defining a road-map for the NAP process. The workshop was delivered using discussions and case studies to enhance interactive learning for participants, with supporting presentations by GiZ and SNV.
Developing projects and programs in a strategic manner: Adaptation Investment...NAP Global Network
Presentation given by Deborah Murphy and Maribel Hernandez, NAP Global Network, as part of the Network's Peer Learning Forum on “The Transition from Planning to Implementation in the NAP Process,” held in Victoria Falls, Zimbabwe, from February 27-29, 2024
Presentation given by Michael Mullan, OECD, as part of the NAP Global Network's Peer Learning Forum on “The Transition from Planning to Implementation in the NAP Process,” held in Victoria Falls, Zimbabwe, from February 27-29, 2024
This presentation was delivered as part of ICEM and PACT training course on Strategic Environmental Assessments in the context of energy development in the Greater Mekong Subregion in May 2016.
Opportunity analysis under strategic program management second editionBob Prieto
Strategic Program Management is about meeting the challenges of scale and complexity but also about capturing the opportunities of leverage. Every major program as well as the projects that comprise it is the subject of a detailed and rigorous risk analysis. This is not only appropriate but also necessary. But in order to capture the full value inherent in large programs, the program management consultant or PMC must be seeking out opportunities in a proactive and ongoing manner.
The PMC’s opportunity analysis is best constructed within a framework that ensures a comprehensive view of all aspects of the program. Unlike various risk frameworks and categorizations that exist, there is no comparable opportunity framework for program management in the engineering and construction industry. This paper outlines one possible framework
Side-event: Finance to Accelerate the Sustainable Transition-Infrastructure (...OECD Environment
Presentation from 7th OECD Forum on Green Finance and Investment (6-9 October, 2020) - Side-event: Finance to Accelerate the Sustainable Transition-Infrastructure (FAST-Infra)
Application of system life cycle processes to large complex engineering and c...Bob Prieto
The complexity of megaprojects and programs continues to grow and with it the challenges of delivering ever larger and more complex programs. These large complex programs open the door to many new opportunities but also to increased challenges in delivery and sustainment throughout their lifecycle. Prior articles have described the open nature of this large complex program system and compared its attributes to many we find in the world of relativistic physics. These challenges must be addressed recognizing that they arise from a combination of physical, fiscal and human attributes in a realm of complexity which challenges the very foundations of project management theory.
This paper looks at hard systems aspects as contrasted with the soft system aspects more characteristic of an open system. Its purpose is to adapt a systems engineering framework associated with the hard closed elements of these large complex project systems without losing site of the overall open systems nature of large complex programs.
The systems life cycle process codified in ISO 15288 lends itself to application in large complex engineering and construction programs.
Engineering and construction project startupBob Prieto
This paper looks at engineering and construction project startup for three different project execution approaches. While specific to this industry, project professionals in other industries may find it is a good analog for their own efforts.
The paper underscores that:
• Large complex projects require strong foundations
• A day at the beginning of a project is just as valuable as a day at the end
• Strong project foundations are built during project startup
• Vertical startup is enabled by the use of a dedicated startup team
• Project startup should consider lessons learned on other projects
This paper addresses project startup for three general types of contracts:
• Pure design or engineering contracts typically performed for the Owner
• Design/build contracts performed for the Owner but recognizes that engineering may be undertaken by an engineering subcontractor within the D/B team
• Pure construction contract
I have previously written about the transition that I believe is necessary in project management thinking related to large complex projects. In those writing I describe the shift as analogous to the shift from Newtonian to relativistic physics. Subsequently, I have compared the nature of large complex programs to open systems. Reflecting back, classical project management theory was very much based on closed systems thinking and early applications of systems thinking to projects and engineering was also very much based on closed systems thinking.
This is analogous to the closed systems of Newton and Einstein’s correction of his original General Theory of Relativity through the introduction of the cosmological constant to close a system which he believed behaved mechanistically and not expanding. In hindsight the cosmological constant was not necessary but does suggest some properties of the universe and became relevant in explaining an accelerating expansion of the universe. Subsequently, there was at least one special case where the deterministic nature of a closed system broke down when considering General Relativity suggesting at least some open nature to this system.
Systems nature of large complex projectsBob Prieto
This paper explores the system characteristics and behaviors of large engineering and construction programs with a particular focus on those that would be characterized as complex. It recognizes the interrelated and interacting elements of both programs and projects as they strive to form a complex whole. Large complex programs and projects are not well bounded as classical project management theory as espoused by Taylor, Gantt and Fayol would have us believe but rather behave in both independent and interconnected ways in a dynamic systems environment.
Large complex programs demonstrate the evolutionary nature of all complex systems; uncertainty; and emergence that comes with human actions and interactions. They struggle from insufficient situational awareness, treating the program to be more well-bounded than reality would suggest and using simplified models to understand the complexity inherent in execution. Best practices from project management literature were typically not derived from such environments and, worse, have fallen short on other large complex programs and projects.
In the engineering and construction industry governance needs and requirements exist at
multiple levels. These include:
• Governmental and industry level governance (laws, regulations, codes, standards)
• Enterprise level (encompassing social (stakeholder), political, economic (market,
shareholder, financial institutions), cultural (corporate and national/local),
technological)
• Portfolio and programs
• Project
This paper focuses on the portfolio and program level, collectively referred to as program in
this paper.
Strengthen outcome based capital project deliveryBob Prieto
Over the course of my career I have looked at a number of underperforming mega-projects. In every instance there was a common element of underperformance, the lack of clarity around the strategic business outcomes to be accomplished. Conversely, some of the best performing projects exhibited high clarity of recognized and shared outcomes.
This paper looks at the imperative to continue the shift to outcomes based contracts versus more traditional output based contracting forms. This shift is discussed from the perspective of the engineering and construction industry in the United States but draws upon the experience in other countries and other sectors.
Today’s infrastructure and facilities are “smart”. At least that is our objective as we seek to enhance lifecycle performance and capital efficiency. These “smart” facilities transcend any given sector and bring new challenges to the engineering and construction industry. In some ways our more traditional projects are today outcomes focused or capabilities delivering IT projects with bits of concrete and steel wrapped around them!
This “smart” focus is not limited to just a technology and systems dimension but goes further, demanding an increased and increasing environmental, social and governance (ESG) focus as well. Together “smart” and ESG create a greatly expanded set of interfaces for program and project managers to manage.
Rework in Engineering & Construction ProjectsBob Prieto
This paper is focused on engineering and construction projects which will experience increased emphasis as nations increase their focus on economic stimulus and climate change. It deals narrowly with the inevitable rework these projects often experience and which contributes to the cost and schedule growth we all too often witness. The objective of this paper is to:
• Categorize rework factors into four broad categories – project, human, organizational and complexity
• Identify rework impacts not just on cost and schedule but importantly morale and trust.
• Recognize that strategies exist to reduce the potential for required rework
• Suggest four dozen control points.
In this paper I will attempt to:
• Outline some of the systems of systems challenges that we will likely face.
• Discuss the emergent nature of both the challenges as well as the potential resultant outcomes.
• Draw attention to some of the driving forces acting both on this system of systems as well as the national and sectoral programs that may emerge to respond to this challenge.
• Highlight some of the feedback loops which may exist or emerge from both apparent and hidden coupling.
• Discuss system of system risks, program risks and where our perceptions and appetite for such risks may change over time.
• Outline some particular challenges for program managers as they are engaged in addressing this challenge.
A growing world requires improved and expanded infrastructure. Juxtapose that with the need for massive public investment driven by pandemic created economic weakness and the prospects for significant investment in infrastructure is improved, but as history has taught us not necessarily assured.
We have been through other infrastructure stimulus programs focused on so-called shovel ready projects and have been disappointed. But whether we define them as “shovel ready” or otherwise we need infrastructure projects, especially the largest of them, to be successful.
In this paper we will look at common reasons large scale infrastructure projects fail and importantly suggest some strategies and tactics to improve their success rate.
This paper builds on my beliefs that the prevailing theory of project management has failed us with respect to large complex projects. I have written extensively on this including highlighting that the assumptions of Gantt and Fayol fall short at scale and complexity. In this paper I examine the successes that underpin modern project management theory and seek to understand how the resulting approach to project management has failed to deliver comparable successes with regularity. As I explored these questions, I sought to understand the unique characteristics of the Atlas and Polaris missile programs; the subsequent institutionalization of the perceived success factors; and importantly, did perception and reality align. In other words, have we made an incomplete set of assumptions and institutionalized them?
Impact of correlation on risks in programs and projects Bob Prieto
One of the most under considered elements of cost and schedule risk is the correlation that exists within various WBS elements of a project or across projects comprising a program. Failure to adequately consider correlation between various activities and projects compounds the impact of other factors present in large complex projects.
This paper looks at the special case of decision making under uncertainty. The relationship between uncertainty and complexity is explored as is their joint relationship with large complex projects. The importance of getting these projects well founded from an ability to manage uncertainty is discussed and the aspects of these strong foundations is described
Post Dorian Engineering & Construction in the BahamasBob Prieto
As the task of recovery and rebuilding in the Bahamas post hurricane Dorian begins, it is important to understand that it cannot be business as usual. The increasing frequency and severity of hurricanes, driven by global climate change, cannot be ignored. Building codes will have to be further strengthened and development in coastal areas rethought.
Debating project decisions in an ai enabled environmentBob Prieto
I had the opportunity to watch the first debate between AI powered IBM Debater and a recognized human expert debater. I will not spoil the outcome for those who have not yet watched the debate but I will underscore one key aspect - all learned more about both sides of the position as a result of the debate.
We have seen a construct for the management of large
complex projects laid out in the earlier chapters. In these chapters we will simply lay out some of the main concepts and
considerations for a practitioner. Each of these can be more
extensively developed.
In the world of physics, classical theory breaks down at
scale. Conventional project management theory similarly
seems to break down at scale. The theoretical construct I
have been building to in this book is very much focused on this
project realm where scale and complexity rule.
In developing this theoretical construct I have essentially
considered three simple hypotheses, the first of which is:
Large complex projects are not well served by
conventional project management theory and
practice.
This hypothesis was demonstrated at the outset of this
book and the differential behavior between large and
traditionally scaled projects has been previously noted.
The second hypothesis considered relates to the Theory of
Management as applied to the management of projects. In
simplest terms this hypothesis says:
- The Theory of Project Management does not draw
fully on the richness of the Theory of Management
This hypothesis is demonstrated as we explored the
extensions of the Theory of Management to address chaos and
complexity and the more limited extensions of project
management theory.
The third and final hypothesis we considered focused on
the Theory of Projects, positing:
Large complex projects have significantly different
attributes than the more traditional projects which
comprise the basis for classical project management
theory
This chapter summarizes various aspects of large
projects and provides a foundation to consider what a new
Theory of Project Management for large complex projects may
look like.
In this chapter we will look at a few of the project attributes
that we observe in large complex projects and suggest they
may serve as a basis for a neo-classical Theory of Large
Complex Projects.
Theory of Management of Large Complex Projects - Chapter 7Bob Prieto
The world of large complex projects is challenging to say the least with a majority of these projects significantly under performing. It is this weak performance regime that underpins the key premise of "Theory of Management of Large Complex Projects" – project management theory as it currently exists and is applied to large complex projects falls short, significantly short, of what these projects require.
I have decided to serialize this book for the benefit of those interested in better understanding and improving project performance. If you are interested in purchasing a copy of the 400 page paperback you may click on http://www.lulu.com/us/en/shop/bob-prieto/theory-of-management-of-large-complex-projects/paperback/product-22342232.html
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
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https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...
The challenge of infrastructure and long term investment
1. The Challenge of Infrastructure and Long Term Investment
Bob Prieto, Fluor
In July of this year I had the opportunity to participate in a high level roundtable discussion in support of
the Post-2015 development and climate change agendas of the United Nations. The focus of the panel
discussion was to identify potential “moments” and “movements” that could represent game changing
and enabling opportunities for implementation of each of these agendas. During our deliberations we
identified long term investment in infrastructure and improvements to the infrastructure prioritization
and delivery processes as a primary challenge and opportunity. At one level this is readily
understandable but at another level, the strength and importance of infrastructure to achieving these
broad global agendas had never been so directly and strongly linked. This was made all the more
important given the diversity of backgrounds represented in the discussion.
Through their deliberations the panel outlined a long term vision and “route map” for implementation
including identification of one potential “grand challenge” to act as a centerpiece for a relevant
“movement” in support of these development and climate change agenda.
It is essential to recognize the breadth of the context of these discussions and the charter of the panel
which was specifically asked to consider:
Frameworks, prioritization
Cost recovery
Preparation, sequencing and efficient delivery
Instruments and mechanisms to stimulate blended finance/long term finance/institutional
investor interest
Regulatory obstacles to long term finance
Establish regional institutional investor groups
Resilient, sustainable and productive infrastructure investments
Cities, key industrial sectors, key public goods
Long term vision and route maps for implementation
From their deliberations the panel identified an initial roadmap and some associated actions, challenges
and opportunities that are described below.
As a first step in defining the “route map” it was determined that one firs t needed to know where they
were going before they laid out a course of action. This essential destination was addressed through a
proposed establishment of a global vision for the world’s infrastructure to meet the post – 2015
development and climate change agendas.
A Vision
This vision was proposed to be to “Transform the world’s infrastructure to meet the economic,
environmental and social challenges we are collectively facing.” This is a bold vision indeed.
2. It was felt that there were at least three key attributes to be associated with this transformative vision:
Capital efficiency
Resilient to changing global climates
Reducing global poverty through economic enablement
It was felt that the agreement and articulation of this (or comparable) vision by world leaders at a global
forum (public, private, NGO, other stakeholders) could be a transformative “moment” and would
represent a powerful and compelling challenge and message.
Infrastructure Needs
The panel then turned its attention to identification of infrastructure needs recognizing that they must:
Be driven by a set of regional and national strategic objectives linked to the transformative
vision
Be cognizant that sustaining solutions are required for infrastructure systems and solutions
Recognize the need to put in place the various frameworks required for success. Such
frameworks include, but are not limited to:
o Governance, including anti-corruption and transparency
o Prioritization of infrastructure needs
o Funding and finance
o Dramatic improvements in project execution
It was highlighted that the current projections on infrastructure funding shortfalls may not adequately
consider:
The infrastructure needed to address global climate change (increases gap)
Opportunities to narrow the gap through dramatic improvements in capital efficiency especially
with respect to reductions in life cycle costs (narrows gaps)
The discussions highlighted the need to better understand each of these fundamental drivers and
opportunities
Infrastructure prioritization
It is important that a well defined pipeline/program of infrastructure projects exist; that such projects
support the strategic objectives identified at the national or regional level; and that this pipeline be
prioritized. Current prioritization efforts often lack the degree of transparency considered as a
requirement for efficiently attracting capital and existing prioritization efforts may lack adequate multi -
stakeholder engagement and alignment
Prioritization efforts may be improved to the extent that guidance could be provided with respect to the
various “classes of factors” to be considered. Selection of actual factors to be used would be with ful l
cognizance of these enveloping factors with weighting determined on a program or project basis, but in
3. a transparent way. It was felt that ongoing efforts in infrastructure in multiple forums could consider
what might constitute these “classes of factors”. It was expected that these “Classes of factors” would
include life cycle and triple bottom line considerations.
Other Elements
Finally, the discussions sought to identify other elements essential for effective infrastructure delivery.
Key elements identified included:
Program/pipeline approval
o Transparent
o Cognizant of the “value of time”
o Strong link to “vision” derived strategic objectives
Project preparation
o Reference was made to work of several organizations in this area
o The importance of putting in place strong governance frameworks as part of this project
preparation activity was highlighted
o Recognition that this represents a significant opportunity to contribute to capital
efficiency through various de-risking activities including:
Clear project definition that is “needs” not “wants” driven
Development of a shared risk register to drive risk identification and allocation
from the outset of the project
Identification of IFI, NGO or governmental financing or risk mitigation
needs/opportunities
o Market testing
Preliminary project approval
o Updated governance framework based on “learnings” from the project preparation
stage
o Strategy selection focused on capital efficiency with particular emphasis on the
contributions from:
Funding strategies (how is project revenue maximized or the level of
government contribution minimized)
Execution, both initial and on a life cycle basis. It was with respect to execution
of the various projects that the breakout group highlighted a potential
“movement” that would significantly contribute to achievement of the post –
2015 development and climate change goals by helping close the current
infrastructure deficit, even in light of the upward pressure that new climate
change resistant infrastructure would place on infrastructure funding. This
potential “movement” was envisioned to be driven by a “grand challenge” that
was articulated as “Reduce life cycle costs of new infrastructure systems and
projects by 50% by 2030 and significantly improve the life cycle cost
performance of existing infrastructure systems throughout this period”. It was
4. recognized that this “grand challenge” could be restated in terms of improving
capital efficiency
o The special role and challenges of cities both with respect to global climate change and
poverty reduction goals was recognized
o The importance of community based resiliency was similarly noted
o Defining value for the money thresholds which drive improving levels of capital
efficiency
o Defining the value of time in order to drive timely approvals and decision making. The
negative impacts of delayed approvals and slow project level decision making on capital
efficiency was highlighted.
Engage the marketplace
o Strong anti-corruption focus (PACI referenced as starting point)
o Strengthened frameworks in place
o Identified gaps have been closed or significantly de-risked
o Transparent procurement process in place and well defined
Final project approval
o Delegations of authority to the lowest appropriate level to drive timely execution
o Updated governance frameworks support project strategy
o Independent oversight and audit regime appropriate to level of investment and risk in
place
Execute
Accept
Operate
Renew/Improve
Conclusion
The common recognition of infrastructure as an essential enabler and key transformative ingredient in
meeting global scale challenges was refreshing, especially given the scope of the initial agendas (post-
2015 development and global climate change) and the diversity of backgrounds of the panel’s
participants. The Grand Challenge laid out should be a rallying point for infrastructure agents at global,
national, regional and local levels.