Edward Ochieng: PhD, PGCertHELT, MSc, BSc (Hons), FHEA is a Senior Lecturer in Programme and Project Management at Cranfield University, United Kingdom. Edward has a PhD from Loughborough University. Edward’s research is focused on heavy engineering project management. He has extensive experience and knowledge relating to organisational challenges and solution development for managing large capital and heavy engineering projects. His research interest with people and organisational challenges continues, but has now been complemented by the need for wider understanding of infrastructure systems, project productivity, project value creation, operational effectiveness, capital effectiveness, science-based project management, energy and economy and corporate social responsibility in projects. Andrew Price: DSc, PhD, BSc (Civil Eng), FCIOB, FICE, CEng is a Professor of Project Management at Loughborough University, United Kingdom. Andrew has over 30 years’ design, construction and industry-focused research experience including several large collaborative research projects and centres. Andrew has contributed to the development and leadership of five major research centres/consortia (HaCIRIC, IMCRC, CICE, ECI and the Sustainable Urban Environments: Models Metric and Tools Consortium (SUE MoT)). Andrew has been PI/Co-I on 44 collaborative research projects worth over £13.1 million, including HaCIRIC’s research projects that impacted on the provision of timely and effective unscheduled care through three main strands: unscheduled care as a complex system (two projects on stroke care innovation); ED Design (two projects: Open planning for operationally ready acute healthcare infrastructure; and Activity-Acuity-Adaptability-Flow in EDs); and resilience of healthcare infrastructure. David Moore: PhD, BSc (Hons), Dip LT, MCIOB: is a Reader in Project Management at Robert Gordon University, United Kingdom. David has been involved in funded research examining the behaviours of superior performing project managers, and which was rated as tending to international significance by ESPRC. His research activity covers areas ranging from buildability, through sustainable design and the use of solar technologies, to perception and cognition in a construction industry context.

Select Guide Rating

• Chapter 1: Background to the importance of Critical InfrastructureStage I: PROJECT APPRAISALChapter 2: Transforming Policy into Practice: Implementation project plan on major infrastructure projectsChapter 3: Capital and operational effectiveness: Past experiences and recent developmentsChapter 4: Goal setting and performance measurementChapter 5: Investment appraisal for sustainable value creation on major infrastructure projectsChapter 6: Social Return on Infrastructure Investments (SROI)Stage II: MAXIMISING INTEGRATED SUPPLY CHAINSChapter 7: Stakeholder engagement on major infrastructure projectsChapter 8: Maximising integrated supply chains on major infrastructure projectsChapter 9: Procurement and contract strategy on major infrastructure projectsChapter 10: Integrating governance and ethics on major infrastructure projectsChapter 11: Managing unpredictability and vulnerabilityStage III: IMPLEMENTING VALUE ENHANCING PRACTICESChapter 12: Implementing value enhancing practices on major infrastructure projectsChapter 13: Applying agile approach on major infrastructure projectsChapter 14: Achieving operational effectiveness on major infrastructure projectsChapter 15: Planning for implementation with science based techniques on major infrastructure projects-sensors-way forwardChapter 16: Conclusion: Delivering capital effectiveness on major infrastructure Projects.

Edward Ochieng: PhD, PGCertHELT, MSc, BSc (Hons), FHEA is a Senior Lecturer in Programme and Project Management at Cranfield University, United Kingdom. Edward has a PhD from Loughborough University. Edward’s research is focused on heavy engineering project management. He has extensive experience and knowledge relating to organisational challenges and solution development for managing large capital and heavy engineering projects. His research interest with people and organisational challenges continues, but has now been complemented by the need for wider understanding of infrastructure systems, project productivity, project value creation, operational effectiveness, capital effectiveness, science-based project management, energy and economy and corporate social responsibility in projects. Andrew Price: DSc, PhD, BSc (Civil Eng), FCIOB, FICE, CEng is a Professor of Project Management at Loughborough University, United Kingdom. Andrew has over 30 years’ design, construction and industry-focused research experience including several large collaborative research projects and centres. Andrew has contributed to the development and leadership of five major research centres/consortia (HaCIRIC, IMCRC, CICE, ECI and the Sustainable Urban Environments: Models Metric and Tools Consortium (SUE MoT)). Andrew has been PI/Co-I on 44 collaborative research projects worth over £13.1 million, including HaCIRIC’s research projects that impacted on the provision of timely and effective unscheduled care through three main strands: unscheduled care as a complex system (two projects on stroke care innovation); ED Design (two projects: Open planning for operationally ready acute healthcare infrastructure; and Activity-Acuity-Adaptability-Flow in EDs); and resilience of healthcare infrastructure. David Moore: PhD, BSc (Hons), Dip LT, MCIOB: is a Reader in Project Management at Robert Gordon University, United Kingdom. David has been involved in funded research examining the behaviours of superior performing project managers, and which was rated as tending to international significance by ESPRC. His research activity covers areas ranging from buildability, through sustainable design and the use of solar technologies, to perception and cognition in a construction industry context.

Select Guide Rating

• Chapter 1: Background to the importance of Critical InfrastructureStage I: PROJECT APPRAISALChapter 2: Transforming Policy into Practice: Implementation project plan on major infrastructure projectsChapter 3: Capital and operational effectiveness: Past experiences and recent developmentsChapter 4: Goal setting and performance measurementChapter 5: Investment appraisal for sustainable value creation on major infrastructure projectsChapter 6: Social Return on Infrastructure Investments (SROI)Stage II: MAXIMISING INTEGRATED SUPPLY CHAINSChapter 7: Stakeholder engagement on major infrastructure projectsChapter 8: Maximising integrated supply chains on major infrastructure projectsChapter 9: Procurement and contract strategy on major infrastructure projectsChapter 10: Integrating governance and ethics on major infrastructure projectsChapter 11: Managing unpredictability and vulnerabilityStage III: IMPLEMENTING VALUE ENHANCING PRACTICESChapter 12: Implementing value enhancing practices on major infrastructure projectsChapter 13: Applying agile approach on major infrastructure projectsChapter 14: Achieving operational effectiveness on major infrastructure projectsChapter 15: Planning for implementation with science based techniques on major infrastructure projects-sensors-way forwardChapter 16: Conclusion: Delivering capital effectiveness on major infrastructure Projects.

Edward Ochieng: PhD, PGCertHELT, MSc, BSc (Hons), FHEA is a Senior Lecturer in Programme and Project Management at Cranfield University, United Kingdom. Edward has a PhD from Loughborough University. Edward’s research is focused on heavy engineering project management. He has extensive experience and knowledge relating to organisational challenges and solution development for managing large capital and heavy engineering projects. His research interest with people and organisational challenges continues, but has now been complemented by the need for wider understanding of infrastructure systems, project productivity, project value creation, operational effectiveness, capital effectiveness, science-based project management, energy and economy and corporate social responsibility in projects. Andrew Price: DSc, PhD, BSc (Civil Eng), FCIOB, FICE, CEng is a Professor of Project Management at Loughborough University, United Kingdom. Andrew has over 30 years’ design, construction and industry-focused research experience including several large collaborative research projects and centres. Andrew has contributed to the development and leadership of five major research centres/consortia (HaCIRIC, IMCRC, CICE, ECI and the Sustainable Urban Environments: Models Metric and Tools Consortium (SUE MoT)). Andrew has been PI/Co-I on 44 collaborative research projects worth over £13.1 million, including HaCIRIC’s research projects that impacted on the provision of timely and effective unscheduled care through three main strands: unscheduled care as a complex system (two projects on stroke care innovation); ED Design (two projects: Open planning for operationally ready acute healthcare infrastructure; and Activity-Acuity-Adaptability-Flow in EDs); and resilience of healthcare infrastructure. David Moore: PhD, BSc (Hons), Dip LT, MCIOB: is a Reader in Project Management at Robert Gordon University, United Kingdom. David has been involved in funded research examining the behaviours of superior performing project managers, and which was rated as tending to international significance by ESPRC. His research activity covers areas ranging from buildability, through sustainable design and the use of solar technologies, to perception and cognition in a construction industry context.

Select Guide Rating

• Chapter 1: Background to the importance of Critical InfrastructureStage I: PROJECT APPRAISALChapter 2: Transforming Policy into Practice: Implementation project plan on major infrastructure projectsChapter 3: Capital and operational effectiveness: Past experiences and recent developmentsChapter 4: Goal setting and performance measurementChapter 5: Investment appraisal for sustainable value creation on major infrastructure projectsChapter 6: Social Return on Infrastructure Investments (SROI)Stage II: MAXIMISING INTEGRATED SUPPLY CHAINSChapter 7: Stakeholder engagement on major infrastructure projectsChapter 8: Maximising integrated supply chains on major infrastructure projectsChapter 9: Procurement and contract strategy on major infrastructure projectsChapter 10: Integrating governance and ethics on major infrastructure projectsChapter 11: Managing unpredictability and vulnerabilityStage III: IMPLEMENTING VALUE ENHANCING PRACTICESChapter 12: Implementing value enhancing practices on major infrastructure projectsChapter 13: Applying agile approach on major infrastructure projectsChapter 14: Achieving operational effectiveness on major infrastructure projectsChapter 15: Planning for implementation with science based techniques on major infrastructure projects-sensors-way forwardChapter 16: Conclusion: Delivering capital effectiveness on major infrastructure Projects.