The U.S. economy thrives on the development of new products, new systems, and new processes. Usually, these advances start as a flash of inspiration by highly creative individuals. It is complex and difficult to go from initial inspiration to a final product, process, or system. So it is not surprising that approximately one out of every four development programs fails. A development program or project in trouble is distinct from a program encountering typical development difficulties. Such a program or project can appear to be in free fall. This book identifies the essential fundamentals for executing a program or project turnaround effectively. These fundamentals include: Clearly identifying the next critical accomplishment needed for success Assigning responsibility for each program task to one person Capitalizing on colocation and face-to-face communication Recruiting problem solvers Wining commitment from team members Using team accomplishments to propel high team morale The guidance provided in this book is applicable to all program or project genres, including manufacturing, nonprofit work, education, medicine, investment management, and municipal management. Software has become a great part of both providing product functionality and assisting with managing product development. A special chapter devoted to software development dispels common misconceptions and provides guidance for turning around this special type of project or program. This book is a highly valuable source of insight for a wide range of readers, including management professionals, business students, and executive managers. Every member of a product or project development team will find its recommendations to be of high value.

This book provides insight, measures, and tools to manage a program or project to be first place amongst its competitors and similar efforts. Providing breakthrough insight by showing how to understand and use team member motivation, it gives leadership and team members the tools to be first place. It shows program and project managers how to motivate a team to perform better than its competitors while bringing great satisfaction and tailored growth to the team individuals. Highlights include: Selecting excellent task leads and determining the best team mix Fulfilling motivation needs during program and project execution Motivating high-tempo performance The very best performance of a program or project team occurs when the needs driving the fundamental motivations of team members are being met. This book explains how human motivation analysis substantiates the successful program and project, organizational and process elements that have been applied. By using the measure of providing promised deliverables within cost and schedule constraints and with managed risk, it describes team performance and explains the difference between a high-performance team and an average-performance one. It applies recent research of how motivation applies to programs and projects and how to accordingly organize a team. Beginning with an introduction of improvement concepts, this book reviews current program and project success statistics and then delves into how to reap the tremendous advantages of modern motivation-based organization leadership. It shows how to determine team member motivation and use it to assemble and execute a first-place program or project. Guidance includes showing how to assign the best mix of motivational types for each team and choosing leadership. Project and Program Excellence: Motivational Leadership for Breakthrough Results offers an organizational and leadership approach for highly successful development efforts.

Is your once-thriving organization stuck? Is your team on life support, unable to deliver on its potential? Is your initiative or campaign limping along instead of sprinting ahead? Lisa Gable, turnaround mastermind, offers a clear-headed, straightforward method for getting you back on track. For more than 30 years, Lisa Gable has been called to turnaround failing organizations—businesses, teams, nonprofits, political campaigns, and government projects—and solve seemingly intractable problems. From Silicon Valley to Washington DC, she’s seen it all. Over time, she’s learned the key to course-correct when things go South is applying the discipline of process engineering—carefully reevaluating everything your organization does and how it does it—with diplomacy and humanity, taking care of relationships, and forging strong partnerships. In Turnaround, Gable shares her simple but powerful method for breathing new life into the most troubled ventures: Visualize the future—don’t fix what’s there; start from scratch. Break down the present—ditch what isn’t working; keep what does. Create a path to your future—map out critical decisions and actions needed. Execute with confidence and diplomacy—speed up by partnering well with others. At a time when dizzying innovation cycles, hyper-competition, and a global pandemic have made survival more challenging than ever, Gable’s time-tested and industry-proof method will give you the tools to turn your ship around and chart a course to success.

Turnaround Management for the Oil, Gas, and Process Industries: A Project Management Approach helps readers understand the phases of development in preparation for a turnaround, with each relevant phase easily identified. Specific to the process industry, especially oil and gas, petrochemical and power plants, this reference simplifies the entire lifecycle of a turnaround and provides specific examples of both successful and unsuccessful turnaround projects. By identifying the most significant performance indicators and strategies to ensure that targets are met, this book will help plant managers keep plants safe, efficient and running successfully. - Aligns turnaround project management with ISO guidance and ANSI/PMI standards - Utilizes the best tools for long-term planning, including instructional videos and training material - Helps users gain practical knowledge through both good and bad turnaround management case studies - Presents real-world issues and challenges encountered

Prison privatization is rapidly spreading in many Western countries as governments seek to manage burgeoning prison populations within the constraints of a neo-liberal political agenda. But how is public well-being served when prisons are run for pofit? This volume discusses privatization in its historical and ideological context, and in relation to United nations standards and rules. It examines the adverse effects of private prisons on physical and sexual abuse, health care, education, training and rehabilitation, as corporations seek to maximize profits and describes the impact of cost-cutting on prison staff, paying special attention to the effect on women, children and minorities. It also offers a glimpse into the transnational spread of privatized incarceration, as developing nations, bound by IMF restrictions, are forced into the hands of transnational corporations to the detriment of local alternatives.

Safety, Reliability and Risk Analysis. Theory, Methods and Applications contains the papers presented at the joint ESREL (European Safety and Reliability) and SRA-Europe (Society for Risk Analysis Europe) Conference (Valencia, Spain, 22-25 September 2008). The book covers a wide range of topics, including: Accident and Incident Investigation; Crisi

least, the author wishes to thank his constantly helpful wife Maggie and his secretary Pat Weimer; the former for her patience, encouragement, and for acting as a sounding-board, and the latter who toiled endlessly, cheerfully, and most competently on the book's preparation. CONTENTS Preface / iii 1. INTRODUCTION / 1 Frequently Used Economic Studies / 2 Basic Economic Subjects / 3 Priorities / 3 Problems / 6 Appendixes / 6 References / 6 2. EQUIPMENT COST ESTIMATING / 8 Manufacturers' Quotations / 8 Estimating Charts / 10 Size Factoring Exponents / 11 Inflation Cost Indexes / 13 Installation Factor / 16 Module Factor / 18 Estimating Accuracy / 19 Estimating Example / 19 References / 21 3. PLANT COST ESTIMATES / 22 Accuracy and Costs of Estimates / 22 Cost Overruns / 25 Plant Cost Estimating Factors / 26 Equipment Installation / 28 Instrumentation / 30 v vi CONTENTS Piping / 30 Insulation / 30 Electrical / 30 Buildings / 32 Environmental Control / 32 Painting, Fire Protection, Safety Miscellaneous / 32 Yard Improvements / 32 Utilities / 32 Land / 33 Construction and Engineering Expense, Contractor's Fee, Contingency / 33 Total Multiplier / 34 Complete Plant Estimating Charts / 34 Cost per Ton of Product / 35 Capital Ratio (Turnover Ratio) / 35 Factoring Exponents / 37 Plant Modifications / 38 Other Components of Total Capital Investment / 38 Off-Site Facilities / 38 Distribution Facilities / 39 Research and Development, Engineering, Licensing / 40 Working Capital / 40