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Barshop Paul. Capital Projects
ACKNOWLEDGMENTS
1. FALLING SHORT OF EXPECTATIONS. HOW EXECUTIVES STRUGGLE TO DELIVER THE VALUE FROM THEIR CAPITAL PROJECTS
Background and Basis for the Book
Capital Projects Create Value
Most Projects Create Less Value than Expected
Results Apply to All Types of Projects
Sources of Value Erosion are Not Limited to Cost and Schedule Overruns
How to Deliver the Value Promised
2. WHY THE STAGE-GATE PROCESS IS THE BEST TOOL EXECUTIVES CAN USE TO GET THE MOST VALUE FROM THEIR CAPITAL PROJECTS
A Necessary Process
How Does the Process Work?
What Is the Role of Executives in the Process?
Stage-Gates and Executive Control
3. THE PROJECT FRAME. UNDERSTAND THE OPPORTUNITY BEFORE STARTING A PROJECT
Typical Contents of a Project Frame
Unlock Value by Finding a Better Option
How to Develop a Project Frame
Use the Frame for Executive Alignment and Endorsement
4. THE CRITICAL PROJECT SPONSOR ROLE
Who is the Project Sponsor?
Overview of Project Sponsor Role
Assign a Project Sponsor as the Initial Business Case is Developed
Requirements for a Strong Project Sponsor
Choosing the Right Project Sponsor
5. THE SINGLE MOST IMPORTANT THING AN EXECUTIVE CAN DO TO MAKE ANY CAPITAL PROJECT SUCCEED DEFINE CLEAR OBJECTIVES
Business Objectives Versus Project Objectives
Developing Clear Objectives
Communicating the Objectives
Prioritizing the Objectives
6. THE EXECUTIVE'S ROLE IN BUILDING AND SUPPORTING HIGH-PERFORMING PROJECT TEAMS
Executive Leaders Lead
Invest in a Strong Owner Project Team
Why You Need a Functionally Integrated Team
Help the Project Manager Get the Resources for a Functionally Integrated Team
Do Not Outsource the Owner Team Role
More Experienced Project Teams Do Better Projects
Strategies for Coping with Staffing Shortages
Executives Working Together to Support the Project
7. PROJECT DEFINITIONTHE FUNDAMENTAL CAPITAL PROJECT CONCEPT EVERY EXECUTIVE MUST UNDERSTAND
Strong Project Definition Preserves Value and Produces Better Assets
Executives Control the Quality of Project Definition
Understand the Cost of Weak Project Definition
Be Careful When Trading Fast Schedule for Strong Project Definition
Reduce the Number of Schedule-Driven Projects
More Project Definition is Not Necessarily Better
8. IT'S GOING TO COST HOW MUCH!?! A GUIDE TO HELP EXECUTIVES AVOID CAPITAL COST SURPRISES
Key Concepts to Understand about Capital Cost Estimate Accuracy
Factor the Cost Estimate Range into Decision Making
Improve Project Definition to Narrow the Cost Estimate Range
Follow These Rules to Get Contingency Right
9. USING A PROJECT STEERING COMMITTEE TO IMPROVE EXECUTIVE DECISION MAKING
How to Build a Strong Steering Committee
Who to Include in the Steering Committee
Run the Steering Committee Efficiently
Make Decisions at the Right Level
Do Not Dilute Project Sponsor Accountability
10. RISK MANAGEMENT: A MECHANISM TO UNDERSTAND PROJECT RISK AND DECIDE WHAT TO DO
Risk Management: Identify, Analyze, and Manage Individual Risks
Practices for Getting the Most from Risk Management
Scrutinize Risks to Decide Whether They are Worth Taking
Understand that the Estimate of the Risk is Probably Too Low
Be Careful with Making Late Changes in Response to Business Risk
Strong Risk Management Does Not Substitute for Strong Project Definition
11. APPROVE, RECYCLE, CANCEL, OR HOLD. MAKING GOOD STAGE-GATE DECISIONS
Capital Investment Decisions are Made at the Stage-Gates
Three Gates Provide Adequate Control
The Business Question Asked and Answered at Each Stage-Gate
Use Your Early Stage-Gates Better
Four Choices for the Stage-Gate Decision
Information Used in an Investment Decision
Rules for Strong Gates
The Slippery Slope of Granting Exceptions to Stage-Gate Deliverables
12. EXECUTIVE ROLE, EXECUTIVE CONTROL: 12 ESSENTIAL RULES
Rule 1: Use the Stage-Gate Process
Rule 2: Start by Framing the Project
Rule 3: Ensure Project Sponsor Involvement
Rule 4: Develop Clear Objectives
Rule 5: Invest in Owner Teams and Provide the Support They Need
Rule 6: Reach a Strong Level of Project Definition
Rule 7: Factor the Accuracy of the Capital Cost Estimate into Decision Making
Rule 8: Set Contingency in Accordance with Project Risk
Rule 9: Build an Effective Steering Committee
Rule 10: Use a Robust Risk Management Process
Rule 11: Keep the Stage-Gates Strong
Rule 12: Be Coachable
GLOSSARY
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