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by Olivier Mesly
Project Feasibility
Cover
Half Title Page
Title Page
Copyright Page
Dedication
Table of Contents
Abbreviations and acronyms
Preface
Author
Acknowledgments
Seven case studies
Notes
Expectations
General introduction
Chapter 1 Plan—Project definition
Chapter 2 Plan—Prefeasibility study
Chapter 3 Plan—Project feasibility study
Chapter 4 Processes
Chapter 5 People (Main constructs)
Chapter 6 People (In action)
Chapter 7 Power
Chapter 8 General conclusion
Glossary
References
Index
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Prev
Previous Chapter
Dedication
Next
Next Chapter
Abbreviations and acronyms
Contents
Abbreviations and acronyms
Preface
Author
Acknowledgments
Seven case studies
Notes
Expectations
General introduction
I.1 Definition of vulnerability
I.2 Definition of points of vulnerability
I.3 First law of project feasibility: Law of positive and negative forces
I.4 Three examples
I.4.1 Montréal Olympic Stadium (MOS)
I.4.2 Québec Multifunctional Amphitheatre (QMA)
I.4.2.1 Plan
I.4.2.2 Processes
I.4.2.3 Power
I.4.3 Mervel Farm project
I.5 Four Ps
I.6 Projects and vulnerabilities
I.7 Need and opportunity
I.8 Book layout
I.9 Conclusion to the general introduction
I.10 What we have learned about POVs: General introduction
I.11 Key managerial considerations: General introduction
Endnotes
Chapter 1 Plan—Project definition
1.1 Introduction to Chapter 1
1.2 Toward a definition of projects
1.3 Completing the definition
1.4 Documentation
1.5 Impacts
1.5.1 Definition of project
1.6 Intangibles
1.7 Classification of projects
1.8 Value
1.8.1 Errors and risks
1.9 Innovation
1.10 Conclusion to Chapter 1
1.11 What we have learned about POVs: Chapter 1
1.12 Key managerial considerations: Chapter 1
1.13 Case study Chapter 1: Maine East Pharmacy
1.13.1 Questions related to Case 1: Maine East Pharmacy
Endnotes
Chapter 2 Plan—Prefeasibility study
2.1 Introduction to Chapter 2
2.2 A definition of prefeasibility
2.2.1 Definition of a prefeasibility study
2.3 Frame of definition
2.3.1 Points of vulnerability and the definition frame
2.4 Contextual frame of risks
2.4.1 Points of vulnerability and the frame of risks
2.4.2 An example: A car oil filter
2.5 Frame of potentiality
2.5.1 Points of vulnerability and the frame of potentiality
2.6 The parametric frame
2.6.1 Points of vulnerability and the parametric frame
2.7 Frame of key success factors and key failure factors
2.7.1 NSTP (Sydney) versus Environ (Europe) megaproject
2.7.2 Summary of KSF and KFF
2.7.3 Prefeasibility and the Mervel Farm project
2.8 Conclusion to Chapter 2
2.9 What we have learned about POVs: Chapter 2
2.10 Key managerial considerations: Chapter 2
2.11 Case study Chapter 2: Recycl’Art
2.11.1 Appendix A of Case 2: Recycl’Art
2.11.2 Questions related to Case 2: Recycl’Art
2.12 Appendix 2.1: Assumed KSF or KFF based on a modest literature review
2.13 Appendix 2.2: Prefeasibility study template
Endnotes
Chapter 3 Plan—Project feasibility study
3.1 Introduction to Chapter 3
3.2 Some characteristics of feasibility studies
3.2.1 Definition of project feasibility study
3.3 Triple constraints
3.4 The PRO system
3.5 The POW system
3.6 PRO-POW
3.7 Calendar
3.7.1 Second law of project feasibility: Dependencies
3.8 Costs
3.9 Norms of quality
3.10 Summative triangle
3.11 Conclusion to Chapter 3
3.12 What we have learned about POVs: Chapter 3
3.13 Key managerial considerations: Chapter 3
3.14 Case study Chapter 3: AF Thériault and the Hammerhead military target boats
3.14.1 Introduction
3.14.2 A short history
3.14.3 Hammerhead project
3.14.4 What makes an efficient team
3.14.5 Conclusion
3.14.6 Appendix A of Case 3: The manufacturing of the Hammerhead
3.14.7 Questions related to Case 3: AFT
3.15 Appendix 3.1: Feasibility study template
3.15.1 Checklist
Endnotes
Chapter 4 Processes
4.1 Introduction to Chapter 4
4.2 Transformation
4.3 Modeling processes
4.3.1 Straight direct and diagonal flows
4.3.2 Parallelograms
4.3.3 Corrugated cat litter box example
4.3.4 The Italian Floorlite example
4.3.5 Critical levels of causal bonds
4.3.6 Example taken from wildlife
4.4 Modeling language
4.4.1 An example: Bleu lavande
4.5 Efficiency and efficacy
4.6 Dominant strategy and utility
4.7 Magic moments
4.7.1 Point of no return
4.7.2 Point of autonomy
4.7.3 Final point of delivery
4.7.4 G-rate and g-spread
4.7.4.1 The third law of project feasibility: The law of points of vulnerability
4.8 Not-so-magic moments
4.8.1 Triggers, red flags, concerns, bottlenecks, hurdles
4.9 Conclusion to Chapter 4
4.10 What we have learned about POVs: Chapter 4
4.11 Key managerial considerations: Chapter 4
4.12 Case study Chapter 4: Sea Crest Fisheries
4.12.1 Introduction
4.12.2 The project
4.12.3 Quality audit
4.12.4 Inputs: Quality audit
4.12.5 Transformation: Quality audit
4.12.6 Outputs: Quality audit
4.12.7 Relationship between the appreciation of management and quality
4.12.8 Inputs/transformation/ouputs: Simple cost audit
4.12.9 Conclusion
4.12.10 Appendix A of Case 4: Floor plan and construction
4.12.11 Appendix B of Case 4: Production
4.12.12 Questions related to Case 4—SCF
Endnotes
Chapter 5 People (Main constructs)
5.1 Introduction to Chapter 5
5.2 Persons
5.2.1 Fourth law of project feasibility: Law on the Forces of Production
5.3 Observables and modeling psychological constructs
5.4 Teams
5.4.1 Contemporary teams
5.4.2 Small teams
5.5 A model of interpersonal competencies
5.6 Trust
5.7 Pretrust
5.7.1 Regression analysis
5.7.2 Factorial analysis on apprehension
5.7.3 Multiple linear regressions on a small group study
5.7.4 Values of the main constructs
5.7.5 Cluster analysis
5.7.6 Structural equation modeling
5.7.7 Discussion
5.8 Interdependence
5.9 Blind trust
5.10 Collaboration
5.11 Distance
5.11.1 Discriminant analysis
5.11.2 Factorial analysis
5.11.3 Cluster analysis
5.11.4 Regression analyses
5.11.5 Structural equation modeling
5.11.6 Discussion
5.12 Fairness and DS revisited
5.13 |R and |T
5.14 Satisfaction
5.15 Resistance and compliance
5.16 Culture and work psychodynamics
5.17 Conclusion to Chapter 5
5.18 What we have learned about POVs: Chapter 5
5.19 Key managerial considerations: Chapter 5
5.20 Case study Chapter 5 — Africa versus Haiti
5.20.1 Africa
5.20.2 Haiti
5.20.3 Questions related to Case 5: Africa versus Haiti
5.21 Appendix 5.1: Constructs found in the literature
5.22 Appendix 5.2: Questionnaire on a project’s work
5.23 Appendix 5.3: Tables of constructs and
k
values
Endnotes
Chapter 6 People (In action)
6.1 Introduction to Chapter 6
6.2 Commitment
6.3 Identifying the stars (top performers)
6.3.1 A personality theory
6.4 Hostile and defensive behaviors
6.5 Hungry tigers and lonely sheep under stress
6.5.1 A study
6.5.2 Results
6.5.2.1 Single regression analysis: Trust => Collaboration
6.5.2.2 Factorial analysis
6.5.2.3 Evidence of the two positions
6.5.3 Another study
6.6 Identifying hungry tiger (IP) profiles
6.6.1 The study
6.6.2 Results
6.6.2.1 Main statistics
6.6.2.2 SEM model
6.6.2.3 The role of hungry tigers
6.6.3 An index to separate the Stars from the average team members
6.6.4 Discussion
6.7 Functional and dysfunctional FP
nc
6.7.1 A study and its results
6.7.1.1 Main construct values
6.7.1.2 Factorial analysis
6.7.1.3 Structural equation modeling
6.7.1.4 Cluster analysis
6.7.1.5 Discussion
6.8 Conflicts
6.8.1 Vulnerability and conflicts
6.8.1.1 Fifth law of project feasibility: Law on conflicts
6.8.2 Solving conflicts
6.8.3 A small study
6.8.3.1 Core values
6.8.3.2 Structural equation modeling
6.8.3.3 Discussion
6.9 Chaos
6.9.1 A study
6.10 Conclusion to Chapter 6
6.11 What we have learned about POVs: Chapter 6
6.12 Key managerial considerations: Chapter 6
6.13 Case 6: The MID: The best managed project in the world
6.13.1 Project description
6.13.2 The project’s key calendar of activities
6.13.3 Need
6.13.4 Goals
6.13.5 Challenges
6.13.6 Stakeholders
6.13.7 Stages
6.13.8 Impacts
6.13.9 Key Success Factors
6.13.10 Lessons learned
6.13.11 Appendix A of Case 6: Pictures of the MID
6.13.12 Appendix B of Case 6: Awards won by the MID
6.13.13 Questions related to Case 6: The Montréal International District
6.14 Appendix 6.1: The brain and the hypothalamus
6.15 Appendix 6.2: An understanding of hostility
Endnotes
Chapter 7 Power
7.1 Introduction to Chapter 7
7.2 Understanding power
7.3 Project manager profile
7.3.1 Definition of power
7.3.2 In search of value
7.3.3 In search of control and metrics
7.3.4 In search of simplicity
7.3.4.1 Sixth law of project feasibility: Law of complexity
7.4 Decision-making
7.4.1 Risk assessment and radial maps
7.4.2 Analysis by comparative tables
7.4.3 Product tree analysis
7.4.4 Multicriteria analysis
7.4.5 Analysis by decision tree
7.4.6 Analysis of cause-to-effect relationships
7.4.7 Sensibility analysis
7.4.8 Critical path analysis (CPA)
7.4.9 Analysis of probability of risks
7.4.10 Analysis by way of scenario simulation
7.4.11 Optimal path analysis
7.4.12 Gantt, PERT
7.4.13 Summary of types of analyses
7.5 Asymmetry of information
7.5.1 A study on asymmetry of information
7.5.2 A short neurobiological study
7.5.3 Discussion
7.6 Biases
7.6.1 Positivity bias
7.6.2 A study on positivity bias
7.6.2.1 Model’s key variables
7.6.2.2 Factorial analysis
7.6.2.3 Discriminant analysis
7.6.2.4 Perceptual map
7.6.3 Discussion
7.7 Tunnel vision
7.7.1 A study on tunnel vision
7.7.1.1 SEM and estimators for model fit
7.7.1.2 Factorial analysis
7.7.1.3 Maps
7.7.2 Discussion
7.8 Errors in decision-making
7.8.1 Overoptimism and overpessimism
7.9 Hungry tiger personality
7.10 Decision to invest in a project
7.10.1 Overoptimism and overpessimism in action
7.10.2 Greed
7.11 Conclusion to Chapter 7
7.12 What we have learned about POVs: Chapter 7
7.13 Key managerial considerations: Chapter 7
7.14 Case study Chapter 7: BB’s highs and lows
7.14.1 Questions related to Case 7: Boeing and Bombardier
Endnotes
Chapter 8 General conclusion
8.1 Novel ideas
8.2 Key components of a project feasibility analysis
8.3 Six laws of a project feasibility assessment
8.4 Managerial considerations
8.5 Lessons learned about POVs
8.6 Theories challenged
8.7 Cases and brain teasers
8.8 Humor
8.9 The future
8.10 Main hypothesized behavioral mathematical functions
8.11 Brain teasers
8.11.1 Brain teaser 1: The Bermuda Triangle
8.11.2 Brain teaser 2: PMBOK’s 10 domains
8.11.3 Brain teaser 3: PMBOK groups of processes
8.11.4 Brain teaser 4: Top performers
8.11.5 Brain teaser 5: Behavior
8.11.6 Brain teaser 6: PMI talent triangle
8.11.7 Brain teaser 7: Organizational process assets
8.11.8 Brain teaser 8: In sync or sink
8.11.9 Brain teaser 9: Hostility and failure
8.11.10 Brain teaser 10: A losing hand
8.11.11 Brain teaser 11: A winning hand
8.11.12 Brain teaser 12: Cleopatra’s necklace
8.11.13 Brain teaser 13: Who’s at work
8.11.14 Brain teaser 14: POVs
Endnotes
Glossary
References
Index
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