Business & Management
Citywide Inclusive Sanitation: How Can Resourcing Be Managed Effectively?
Introduction:
This publication forms part of a series looking at Citywide Inclusive Sanitation in terms of three closely related requirements for achieving safe, inclusive and sustainable urban sanitation: clear responsibility, strong accountability, and fit-for-purpose resource planning and management (Figure 1). Responsibility defines what entity has a mandate to deliver a service. Accountability mechanisms are then required to make sure that mandated responsibilities are fulfilled. Effective resource planning and management are required to so that mandated entities are sufficiently resourced to be able to fulfil their mandate. These three functions(responsibility, accountability, resource planning and management) are introduced in three short initial publications released in May 2021. This paper is one of three complementary publications that explain these functions in more detail, on the basis of specific case studies: this publication focuses on resource planning and management.
Only logged in customers who have purchased this product may leave a review.
Related books
Guidelines For Drinking-Water Quality Management For New Zealand Chapter 2: Management Of Community Supplies
Introduction
This chapter discusses good management practices for community drinking-water supplies. A community drinking-water supply is a reticulated, publicly or privately owned, drinking-water supply connecting at least two buildings on separate titles, and serving at least 1500 person days a year (eg, 25 people at least 60 days per year). An integrated management system should be designed to meet the requirements of the Drinking-water Standards for New Zealand 2005 (revised 2008) (DWSNZ), statutory requirements and the consumers’ needs, as well as environmental and cultural considerations.
The most important constituents of drinking-water are undoubtedly those that are capable of having a direct impact on public health. It is up to the water suppliers to demonstrate to their consumers that the management of the water supply system is being undertaken in a responsible and efficient manner.
Guidelines For Drinking-Water Quality Management For New Zealand Chapter 2: Management Of Community Supplies
Introduction
This chapter discusses good management practices for community drinking-water supplies. A community drinking-water supply is a reticulated, publicly or privately owned, drinking-water supply connecting at least two buildings on separate titles, and serving at least 1500 person days a year (eg, 25 people at least 60 days per year). An integrated management system should be designed to meet the requirements of the Drinking-water Standards for New Zealand 2005 (revised 2008) (DWSNZ), statutory requirements and the consumers’ needs, as well as environmental and cultural considerations.
The most important constituents of drinking-water are undoubtedly those that are capable of having a direct impact on public health. It is up to the water suppliers to demonstrate to their consumers that the management of the water supply system is being undertaken in a responsible and efficient manner.
Project Management For Large, Complex Projects
Introduction:
This expert report on project management was commissioned by the Edinburgh Tram Inquiry to address general issues about the nature, purpose and application of project management, as well as specific questions about programme management and risk management. Traditional project management provides a set of processes, procedures and tools for managing projects on time, within budget and to the required specifications. These common processes are valuable for identifying the bodies of knowledge and detailed procedures required to set up and execute projects. However, traditional project management has been criticized in recent years for neglecting to consider the ‘strategic’ activities and decisions undertaken during the front-end planning stage of
projects, which play a vital role in defining the need for a project and determining whether the goal
is achieved. Traditional project management assumes that a one-size-fits-all approach – a simple, predictable and standardized model – is applicable to all types of projects. Recent research has emphasized the need for project management to be ‘adaptive’ and flexible to address the complexities, uncertainties and challenges surrounding each project. There are clearly no magical project management cures, and no single predictable strategy will be applicable to all large, complex, high-risk projects. But many infrastructure projects in the UK now recognize the need for solutions that are designed to deal with the specific challenges involved in planning and executing large, complex projects. Taken together, the strategic and adaptive approaches to project management identified in this report offer a more effective way of planning and managing large, complex projects.
Project Management For Large, Complex Projects
Introduction:
This expert report on project management was commissioned by the Edinburgh Tram Inquiry to address general issues about the nature, purpose and application of project management, as well as specific questions about programme management and risk management. Traditional project management provides a set of processes, procedures and tools for managing projects on time, within budget and to the required specifications. These common processes are valuable for identifying the bodies of knowledge and detailed procedures required to set up and execute projects. However, traditional project management has been criticized in recent years for neglecting to consider the ‘strategic’ activities and decisions undertaken during the front-end planning stage of
projects, which play a vital role in defining the need for a project and determining whether the goal
is achieved. Traditional project management assumes that a one-size-fits-all approach – a simple, predictable and standardized model – is applicable to all types of projects. Recent research has emphasized the need for project management to be ‘adaptive’ and flexible to address the complexities, uncertainties and challenges surrounding each project. There are clearly no magical project management cures, and no single predictable strategy will be applicable to all large, complex, high-risk projects. But many infrastructure projects in the UK now recognize the need for solutions that are designed to deal with the specific challenges involved in planning and executing large, complex projects. Taken together, the strategic and adaptive approaches to project management identified in this report offer a more effective way of planning and managing large, complex projects.
Reviews
There are no reviews yet.