Peter Sammons – författare

Contract management is a key management skill, yet it is underplayed in most organizations, which usually default to project management skills as a proxy for contract management skills. Whilst project management skills are equally essential, they are not the same thing. Contract Management looks at the wider contract management picture from an industrial-commercial perspective, and helps set-out typical structures and processes that assist the contract management task. The author uses diagramatic representations to depict complex ideas. Contract Management includes "learning points" in each chapter, looking at handling problems, procedural changes and enhancing commercial performance.

Technology acquisition, consultancy know-how, research data and services, marketing information, intellectual property ... the list of sources and types of knowledge that organizations need to acquire, share and manage is growing exponentially. The acquisition and management of knowledge as an end in itself is relatively new, but has grown in importance on most managers agendas over the past fifteen years and is something that many managers are still fundamentally ill-equipped to control effectively. Yet it is their ability to plan, source, evaluate, acquire and manage knowledge on which the success of their organizations increasingly depends Peter Sammons provides managers with a readable, highly practical guide to buying and managing knowledge. The author looks at the knowledge economy, to set the scene on the manager's growing responsibility to buy-in knowledge for their organization. He explores intellectual property rights: how they are created, transferred and protected. He sets out some alternative strategies to buying knowledge. There's advice on how to work with universities, contract research organizations and consultancy firms. And the most neglected area of all - knowledge transfer from supplier to buyer - is given exhaustive treatment. In a discipline (knowledge work) that is fraught with jargon, technology and arcane practice, Buying Knowledge enables every manager to acquire the knowledge their organization needs; in a form and at a cost that is most appropriate for them without exposing their organization to litigation or intellectual property disputes.

Technology acquisition, consultancy know-how, research data and services, marketing information, intellectual property ... the list of sources and types of knowledge that organizations need to acquire, share and manage is growing exponentially. The acquisition and management of knowledge as an end in itself is relatively new, but has grown in importance on most managers agendas over the past fifteen years and is something that many managers are still fundamentally ill-equipped to control effectively. Yet it is their ability to plan, source, evaluate, acquire and manage knowledge on which the success of their organizations increasingly depends Peter Sammons provides managers with a readable, highly practical guide to buying and managing knowledge. The author looks at the knowledge economy, to set the scene on the manager's growing responsibility to buy-in knowledge for their organization. He explores intellectual property rights: how they are created, transferred and protected. He sets out some alternative strategies to buying knowledge. There's advice on how to work with universities, contract research organizations and consultancy firms. And the most neglected area of all - knowledge transfer from supplier to buyer - is given exhaustive treatment. In a discipline (knowledge work) that is fraught with jargon, technology and arcane practice, Buying Knowledge enables every manager to acquire the knowledge their organization needs; in a form and at a cost that is most appropriate for them without exposing their organization to litigation or intellectual property disputes.

The Finance-Investment Industry's response to the UN's Sustainable Development ("2030") Agenda, 'E', 'S' and 'G', represent diverse tasks, where wise and prudent investment enables profound impact on Sustainability. But what does this mean for those of us who do not work in finance and investing? This book unpacks the practicalities.ESG presents a series of practical challenges and tasks to transform business performance. Organizations must now take ownership and move ahead confidently to deliver meaningful and sustainable outcomes.This book views ESG as interconnected challenges. It provides a usable and coherent 'roadmap' to make assured strides in meeting – and beating – these challenges. Uniquely, it highlights and explores the win-win opportunities within your organization's economic value chain.

Why do projects fail?The people who plan and execute major projects are often highly skilled and highly regarded. They are not obviously incompetent. Where a project uses external suppliers or contractors as a significant support to project delivery, the risk of a fundamental failure seems to escalate. Is this a failure of project management? A failure of procurement? A failure of both? Or are there other factors at play?This book aims to be a self-help manual. It will enable you to improve your personal and corporate performance. It will also help you ensure that the sub-system elements of a project, where there are ‘interfaces’ between systems that need to ‘talk’ to each other, will be effectively managed – with no nasty surprises.Buying and integrating advanced technologyRight First Time – Buying and integrating advanced technology for project success does not pretend to hold the key to a ‘nirvana’ of project delivery. Rather, it gets straight to the point about buying – and integrating – advanced technology. It recognises that integrating sub-systems is fertile ground for failure and that effective procurement is increasingly important in project delivery.The failure of one sub-system can undermine an entire project, and the integration of sub-components is all too often assumed to be a technical problem that ‘technical people’ will overcome. Few projects make integration a defined subset of the overall project plan, yet most will benefit from doing so.A project management playbookA management book rather than a technical book, Right First Time – Buying and integrating advanced technology for project success focuses on the difficult issue of sub-system integration in the context of third-party (supply) relationships. If you are responsible for project management and practical delivery, at senior or junior level, it provides lots of practical questions to help you work through the issues, acting as a catalyst for supplementary questions and lines of investigation, focusing on potential problem areas relevant to your own context.Powerful learning outcomes and self-reflective questions at the end of each chapter enable you to create key action points and assess your organisation’s approach to improve project management governance and ensure you get it right first time.Project managers, procurement managers, business change managers, commercial managers, mobilisation/transition managers, product managers and contract managers will all find value in this comprehensive guide to managing sub-system integration for project success.“Overall, this was excellent; I enjoyed reading it. It is obvious that the author has a vast wealth of experience which they have articulated very well into a comprehensive and strong flowing manual.”- Chris Achillea