AllenWeb Site - since 1995
MGMT 676 - Project Management / Project Finance - Jan 2002 (1997-2002)
| Training |
MGMT 676 - Project Management / Project Finance
Private website for students - Jones Graduate School of Management, Rice University
Established by Paul Allen, Adjunct Professor in the Practice of Management
January 2002
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MGMT 676 - Project Management / Project Finance
"Examination of the practice of developing, managing and financing projects, and managing the expectations of
project stakeholders. Includes introduction to project alignment methodology, decision analysis, risk analysis and
mitigation for project application, and the introduction of the innovative 'project finance' discipline which is
substantially different from organic corporate financing of projects." - Rice University / Jones Graduate School of
Management Handbook (course description).
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Definitions of course's "central subjects" covered:
Project Management - The term “Project Management” refers to the practice of managing projects (with limited
resources and various constraints) with the goal of completing them successfully “on time and within budget,” as well
as managing expectations of those with a vested interest in the project/s. This course (Module IV and V) will focus
on an "introduction" to project management for MBAs.
Project Finance - The term “Project Finance” refers to the financing of projects that are dependent on the project
cash flows for repayment as defined by contractual relationships within each project. These projects do not rely on
the typical credit facility which has recourse to a foreign government, financial institution or established corporation
to meet a reasonable assurance of repayment criterion. This course (Module VI) will focus on an "introduction" to the
discipline of project finance.
Decision Analysis - Decision Analysis, sometimes called risk analysis, is the discipline for helping decision makers
choose wisely under conditions of uncertainty. The techniques are applicable to all types of project decisions and
valuations. We will explore the approach and principal techniques of decision analysis. These methods explicitly
recognize uncertainties in project forecasts and will be taught during the sessions. This course (Module IV through
Module VI) will focus on an "introduction" to the discipline of decision analysis used in project management and
project finance, and the art of risk mitigation in minimizing risks in project development and execution.
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Course Overview
The course will consist of lectures and class discussions (readings, cases, homework). There is homework consisting
of computer exercises and textbook questions from the readings and cases. There are no examinations. The goal
of the course is to prepare the MBA student for potential assignments in business project management where they
are required to initiate, support, supervise, and/or review projects. It will introduce project finance as an option and
discipline for project development. It introduces various types of decision analysis tools and discipline which help
people choose wisely under conditions of uncertainty.
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What it is... and what it is not...explained.
WHAT IT IS...
Managing Expectations and Obtaining & Maintaining Alignment:
Case studies (within the two textbooks - PM & PF) are an integral and important part of the course.
Expectations regarding students participation will be made very clear.
Student's expectations will be discussed and clarified at the beginning of the course to avoid some from having
expectations higher than the course is designed to deliver.
Introduction to Project Management (Project Management - Module IV and V)
Introduction to Decision Analysis in Projects (Decision Analysis in Projects - Module V)
Introduction to Project Finance (Project Finance - Module VI)
Recognition and understanding by those with project management experience that the course is designed as an
introductory course due to some students with no project experience. Although it is not an advanced course for
those who do have experience, the class expects experienced individuals to enrich the discussions by sharing their
insight.
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Note: Software - plan on using the trial version of MS Project 98 (OR latest version during the included 120-day free
trial) included in the PM textbook CD
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Clarity regarding various software applications: they are discussed for the purpose of enhancing the student's
knowledge of the tools available in applying concepts. There will not be any "software training" per se in the course,
but references to S/W will be made, and S/W* will be used. Students will use the applications' tutoring capability to
learn the individual applications; however, we will use *Microsoft Project 98 S/W for the computer project exercises
in chapters 3, 4, 7 and 12 in the PM textbook. The ability to use Microsoft Project 98 (or any equivalent scheduling
S/W tool) is an important skill that managers need to have in the work place. The exercises are designed to create a
learning curve as well as familiarization.
In addition, a major goal of the exercises is to develop an integrated information system needed for decision-making
and for tracking a project's progress. Understanding the key linkages and connections of all the segments of the
exercises should be a key objective of the student, rather than learning a particular software. This understanding is
extremely useful on projects that use software and those that do not. The exercises and questions are set up to
develop the ability to make connections.
WHAT IT IS NOT...
The purpose of this "introductory" course is not to make students "master project managers" (although this idea may
have led some students, especially those with some project management experience, to great expectations), but to
introduce the basic concepts. Through case study evaluation, we hope to develop an understanding of how the
concepts can and should be applied (and when) in order to have a reasonable chance of success in managing
projects. Those with experience will be able to enrich the case discussions with their input.
Projects vary so much in detail and type that there will never be a "cookbook - one size fits all." Only by continuous
learning and application of basic and advanced skills over time can one even contemplate eventually obtaining the
full set of skill sets needed to deal with various projects in all their dynamic intensities.
To become a master at project management it takes "many years and many projects of varying degrees in size and
difficulty" (along with a continuous effort in learning and applying lessons learned). It will not happen by just taking
an introductory course in it, so as students, please manage your expectations accordingly.
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Grading Scheme: (drill here for more details)
Class Participation (readings homework) - 28% for presence and questions from chapter readings
Class Participation (cases homework) - 28% for presence and questions from case readings
Class Participation (class discussions) - 28% for presence and active participation in class discussions
Computer Exercises (using MS Project 98 S/W - 14% for successful completion which are 'deliverables').
Instructor's descretionary - 2% for potential borderline cases, etc. (the 'subjective' part, folks)
Field Trips - Participation optional. Choice of companies, timing and leadership by students.
15 week semester [ Rev. 1 ] - Starts 5:45PM, Break 7:00-7:15 PM, Ends at 8:45 PM - Wednesdays. Note - optional
field trips will be held in lieu of exams during exam week of each of the three modules. There are no examinations
given during the semester. Grades will come from homework, the computer exercises deliverable, and level of
active participation in class discussions.
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Any student with a documented disability needing academic adjustments or accommodations is requested to speak
with me during the first two weeks of class. All discussions will remain confidential. Students with disabilities should
also contact Disabled Student Services in the Ley Student Center.
.
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PLEASE NOTE: IF you have signed up for this course normally, please obtain your Session 1 "pre-reads" from your
mailbox,
purchase the textbook (at the RICE Bookstore) as listed below for reading and completing the assignments, and load
the software included in the textbook (please familiarize yourself with it) and prepare for Session 1, including the HW
(homework) requirement which is due at the very beginning of class in Session 1. Thank you.
Please drill here for MGMT 676 - Tasks, Deliverables & Timeline from MS Project 98 in HTML format.
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MODULE IV - INTRODUCTION TO PROJECT MANAGEMENT - Part I
The "Technical" in the SOCIO-TECHNICAL dimension
January 16 - February 17
Module IV (Houston Field Trip # 1 - global engineering, procurement, construction & services company or global
manufacturing and distribution company (choice/participation optional) or other selected/arranged by students.
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Textbook Required: Project Management - The Managerial Approach ("PM") by Clifford Gray and Erik W. Larson
Software Included: Project Management - The Managerial Approach by Clifford Gray and Erik W. Larson
Software Required: Microsoft Project 98 - PM software (or equivalent PM "scheduling" application)
Software Introduction by instructor:
MS Project 98 by Microsoft
@Risk by Palisades
@Risk for Project by Palisades
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Homework Due Details of the homework assignments due at beginning of class.
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Session 1 - January 16th (Wednesday)
Discussion of Project Management/Decision Analysis/Project Finance - MGMT 676 Contents and Objectives
Discussion and Introduction to the PMBOK (Guide to the PM Body of Knowledge)
Discussion and Introduction to Decision Analysis in Projects (in prep for Module V)
Discussion and Introduction to Project Finance (in prep for Module VI)
Project Management - The Managerial Approach
Chapter 1 - Modern Project Management (PLEASE READ BEFORE coming to THIS session in order to participate)
Please load the Student CD-ROM on your computers. In it you will find a free trial version of MS Project.
Please download MS Project and become familiar with it and its tutorial content prior to Session 2.
You MAY "collaborate" on the Computer Exercise Homework ONLY - NOT ON THE OTHER HOMEWORK.
General Information about the Microsoft Project 98 Evaluation Kit - The Microsoft Project Evaluation Kit provides the
120 Day Trial version of Microsoft Project as well as other informational components to get you started on your
evaluation process. Included on this CD are several tools that will lead you through a structured evaluation, giving
you a complete understanding of the new features and improvements in the latest version of Microsoft Project.
Please take a few minutes to review the descriptions of each component available on this CD.
Session 2 - January 23rd (Wednesday)
Project Management - The Managerial Approach
Chapter 2 - Integration of Organization Strategy with Projects
Chapter 3 - Defining the Project
Chapter 4 - Developing a Network Plan
Software introduction by instructor - Microsoft Project by Microsoft
Field Trip # 1 - on Friday following Session 2
Session 3 - January 30th (Wednesday)
Project Management - The Managerial Approach
Chapter 6 - Reducing Project Time
Chapter 7 - Scheduling Resources
Chapter 12 - Progress and Performance Measurement and Evaluation
Session 4 - February 6th (Wednesday)
Project Management - The Managerial Approach
Computer Exercise "must be submitted at the 'beginning' of class for grade."
Computer Exercise MS Project is Due with class review of experience and lessons learned.
Software introduction by instructor - introduction of @ Risk by Palisades
Software introduction by instructor - @Risk for Project by Palisades
Traditional "team-building" session # 1 following class at the Rice Graduate site.
Session 5 - February 13th (Wednesday) in lieu of examination (could be an instructor's makeup class)
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BREAK: Optional Fun Read "Critical Chain"by Goldratt - novel approach to teaching project management basics
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MODULE V - INTRODUCTION TO PROJECT MANAGEMENT Part II
The "Social" in the SOCIO-TECHNICAL dimension
& INTRODUCTION TO DECISION ANALYSIS IN PROJECTS
February 26 - March 31
Module V Houston Field Trip - global software development and engineering company or global IT development and
implementation company (choice/participation optional) or other selected/arranged by students.
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Supplemental Textbook (Optional): Decision Analysis in Projects by John R. Schuyler
Software Introduction by instructor:
PrecisionTree by Palisades
Decision Pro by Vanguard
RiskTrak by Risk Services & Technology
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Homework Due Details of the homework assignments due at beginning of class.
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Session 6 - February 27th (Wednesday)
Project Management - The Managerial Approach
Chapter 5 - Managing Risk (Team Alpha leads)
Chapter 8 - Organization (Team Bravo leads)
Chapter 9 - Leadership: Being an Effective Project Manager (Team Charlie leads)
Chapter 10 - Managing Project Teams (Team Delta leads)
Session 7 - March 6th (Wednesday)
Project Management - The Managerial Approach
Chapter 11 - Partnering: Managing Interorganizational Relations (Team Echo leads)
Chapter 13 - Project Audit and Closure (Team Foxtrot leads)
Chapter 14 - International Projects (Team Golf leads)
Chapter 15 - The Process of Project Management and the Future (Team Hotel leads)
Software introduction by instructor - introduction of TopRank by Palisades
Software introduction by instructor - introduction of BestFit by Palisades
Selection of Mini-Teams for area knowledge responsibility and presentations at the break.
Field Trip # 2 - on Friday following Session 7
Session 8 - March 13th (Wednesday)
Decision Analysis in Projects (Mini-Team presentations - 6 minutes each)
Chapter 1 - Expected Value: The Cornerstone (MT1)
Chapter 2 - Optimal Decision Policy (MT 2)
Chapter 3 - Decision Trees (MT 3)
Chapter 4 - The Value of Information (MT 4)
Chapter 5 - Monte Carlo Simulation (MT 5)
Chapter 6 - Other Probabilistic Techniques (MT 6)
Chapters 7 & 8 - Modeling Techniques (1 & 2) (MT 7)
Chapter 9 - Judgments and Biases (MT 8)
Chapter 10 - Multi-Criteria Decisions (MT 9)
Chapter 11 - Stochastic Variances (MT 10)
Chapter 12 - Summary and Recommendations (entire class participation in the discussion)
Software introduction by instructor - introduction of PrecisionTree by Palisades
Software introduction by instructor - introduction of Decision Pro by Vanguard
Session 9 - March 20th (Wednesday)
Guidebook for Decision Support Packages by Paul Allen
Student Determinations and Presentations
Student Major Milestone (Major Deliverable - Decision Support Package "Board Presentations"):
Decision Support Packages "must be submitted at the 'beginning' of class for grade."
Computer Exercise "must be submitted at the 'beginning' of class for grade."
Traditional "team-building" session # 2 following class in Rice Village.
Session 10 - March 28th (Wednesday) in lieu of examination (could be an instructor's makeup class)
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SPRING HOLIDAY
TO BE DETERMINED
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MODULE VI - INTRODUCTION TO PROJECT FINANCE
April 2 - May 2
Module VI Houston Field Trip - global (project) management consulting company or global investment banking or
global bank project advisory company (choice/participation optional) or other selected/arranged by students.
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Textbook Required: Project Finance: Asset-Based Financial Engineering ("PF") by John D. Finnerty
Software Introduction by instructor:
Promoter by Project Planning and Management Ltd.
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Homework Due Details of the homework assignments due at beginning of class.
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Session 11 - April 3rd (Wednesday) (Red Team leads)
Project Financing: Asset-based Financial Engineering
Chapter 1 - Introduction
Chapter 2 - Rationale for Project Financing
Chapter 3 - Analysis of Project Viability
Case - "The Indiantown Cogeneration Project"
Red Team presentation of the Case (a similar project to the Indiantown Cogeneration project)
Session 12 - April 10th (Wednesday) (Green Team leads)
Project Financing: Asset-based Financial Engineering
Chapter 4 - Security Arrangements
Chapter 5 - Legal Structure
Appendix A - Comparative Terms of Selected Projects
Case - "The Tribasa Toll Road Project"
Green Team presentation of the Case (a similar project to the Tribasa Toll Road project)
Software introduction by instructor - - intro of Promoter by Project Planning and Management Ltd.
Field Trip # 3 - on Friday following Session 12
Session 13 - April 17th (Wednesday) Blue Team leads
Project Financing: Asset-based Financial Engineering
Chapter 6 - Preparing the Financing Plan
Chapter 7 - Discounted Cash Flow Analysis
Chapter 8 - Financial Modeling and Project Evaluation
Case - "The EuroDisneyland Project"
Blue Team presentation of the Case (a similar project to the Euro Disneyland project)
Session 14 - April 24th (Wednesday) Gold Team leads
Project Financing: Asset-based Financial Engineering
Chapter 9 - Sources of Funds
Chapter 10 - Issues for the Host Government
Appendix B - Other Examples of Project Financings
Case - "The EuroTunnel Project"
Gold Team presentation of the Case (a similar project to the Euro Tunnel project)
Traditional "project closure meeting" session in Rice Village.
student evaluations of the course and of each other (peer evaluations)
Session 15 - May 2nd (Wednesday) in lieu of examination (could be an instructor's makeup class)
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BOOKS
A Guide to the Project Management Body of Knowledge (PMBOK)
by The Project Management Institute (PMI)
(on "reference" in the BIC - also available as 'free' download from http://www.pmi.org)
Project Management - The Managerial Approach. (2000)
by Clifford F. Gray / Erik W. Larson (hardback "PM textbook" with CD for Module IV and V)
Note to Student
"You will find the content of this text highly practical, relevant, and current. The concepts discussed are relatively
simple and intuitive. As you study each chapter we suggest you try to grasp not only how things work, but why
things work. You are encouraged to use the text as a handbook as you move through the three levels of
competency:
I know
I can do
I can adapt to new situations
Project management is both people and technical oriented. Project management involves understanding the cause-
effect relationships and interactions among sociotechnical dimensions of projects. Improved competency in these
dimensions will greatly enhance your competitive edge as a project manager.
The field of project management is growing in importance and at an exponential rate. It is nearly impossible to
imagine a future management career that does not include management of projects. Resumes of managers will soon
be primarily a description of the individual's participation in projects and their respective contributions.
Good luck on your journey through the text and on your future projects."
- the authors' comments
Table of Contents
Ch. 1. Modern Project Management
Ch. 2. Integration of Organization Strategy with Projects
Ch. 3. Defining the Project
Ch. 4. Developing the Network Plan
Ch. 5. Managing Risk
Ch. 6. Reducing Project Time
Ch. 7. Scheduling Resources
Ch. 8. Organization
Ch. 9. Leadership: Being an Effective Project Manager
Ch. 10. Managing Project Teams
Ch. 11. Partnering: Managing Interorganizational Relations
Ch. 12. Progress and Performance Measurement and Evaluation
Ch. 13. Project Audit and Closure
Ch. 14. International Projects
Ch. 15. The Process of Project Management and the Future
Glossary
Acronyms
Project Management Tool Equations
Decision Analysis in Projects: Learn to Make Faster, More Confident Decisions. (1996)
by John R. Schuyler (softback textbook for use in Module V)
"Is there anything more important to the success of a project than making good decisions? This skill is certainly near
the top of the list, yet few of us have had formal training in decision-making. Decision analysis is the discipline that
helps people choose wisely under conditions of uncertainty. This book introduces decision analysis applied to project
management.
Probability is the language of uncertainty. Fortunately, a few basic concepts in probability and statistics go a long
way toward making better decisions. The evaluation calculations are straightforward, and many everyday analyses
can be solved with a hand calculator.
Recently we have seen renewed interest in probabilistic techniques to all types of evaluations. Shorter business
cycles and increasing competition are demanding better resource management . Fortunately, people are learning
more about value creation and how to work with uncertainty. New and evolving project management software
provides help in assessing and managing risks and opportunities.
There are three major features of the decision analysis approach: ( 1 ) best judgments are expressed as
probabilities; ( 2 ) a project model forecasts outcome and outcome values; and ( 3 ) probability-weighted average
value (expected value) is calculated for decision-making.
A key benefit of the process is improved accuracy in evaluation. A decision analysis result oftentimes is substantially
different than the answer obtained with single-point estimates. Further, decisions can be made faster and with more
confidence.
The techniques are applicable to all types of project decisions and valuations. Committing to fund a project does not
end the decision-making, for decisions continue to be made throughout project execution. The quality of these
decisions has important impacts on cost, timing, and performance.
This book describes the approach and principle techniques of decision analysis. These methods explicitly recognize
uncertainties in project forecasts. This analysis technology is headed toward becoming mainstream management
practice. The methodology is proven, accessible, and - hopefully, you'll agree - easily understood.
Decision analysis provides the only logical, consistent way to incorporate judgments about risks and uncertainties
into an analysis. Thus, when uncertainties are significant, these techniques are the best route toward credible
project decisions." - Publishers Comments
Table of Contents
Ch. 1. Expected Value: The Cornerstone
Ch. 2. Optimal Decision Policy
Ch. 3. Decision Trees
Ch. 4. The Value of Information
Ch. 5. Monte Carlo Simulation
Ch. 6. Other Probabilistic Techniques
Ch. 7. Modeling Techniques (Part 1)
Ch. 8. Modeling Techniques (Part 2)
Ch. 9. Judgments and Biases
Ch. 10. Utility and Multi-Criteria Decisions
Ch. 11. Stochastic Variance
Ch. 12. Summary and Recommendations
Glossary
Project Finance: Asset-Based Financial Engineering.(1996)
by John D. Finnerty, PhD (hardback "PF textbook" for Module VI)
This timely book describes an innovative financing technique, using examples and case studies such as Euro
Disneyland and the Eurotunnel to walk readers through its essential steps and procedures. Analyzes the
shortcomings of unsuccessful project financing attempts. Comprehensive coverage includes the rationale for project
financing, security arrangements, legal structure and contract options, preparing the financial plan, estimating the
borrowing capacity on a project, sources of funds, and much more. The appendix features selected examples of
project financing.
Project financing is an innovative and timely financing technique that has been used on many high-profile corporate
projects, including Euro Disneyland and the Eurotunnel. Employing a carefully engineered financing mix, it has long
been used to fund large-scale natural resource projects, from pipelines and refineries to electric-generating facilities
and hydro-electric projects. Increasingly, project financing is emerging as the preferred alternative to conventional
methods of financing infrastructure and other large-scale projects worldwide. With actual examples and case studies,
Project Financing takes you through the process step by step. It covers the rationale for project financing, how to
prepare the financial plan, assess the risks, design the financing mix, and raise the funds. Along with cogent
analyses of why some project financing plans have succeeded while others have failed, you'll find detailed
information on designing contractual arrangements to support project financing; issues for the host
government/legislative provisions, public/private infrastructure partnerships, public/private financing structures;
credit requirements of lenders, and how to determine the project's borrowing capacity; how to prepare cash flow
projections and use them to measure expected rates of return; tax and accounting considerations; and detailed case
studies - including Euro Disneyland and the Eurotunnel Project - that illustrate how to apply the analytical techniques
described in the book. - Publisher's Comments
Table of Contents
Ch. 1. - The Rationale for Project Financing
Ch. 2. - Analysis of Project Viability
Ch. 3. - Security Arrangements
Ch. 4. - Legal Structure
Ch. 5. - Preparing the Financing Plan
Ch. 6. - Discounted Cash Flow Analysis
Ch. 7. - Financial Modeling and Project Evaluation
Ch. 8. - Sources of Funds
Ch. 9. - Issues for the Host Government
Case Study: The Indiantown Cogeneration Project
Case Study: The Tribasa Toll Road Project
Case Study: The Euro Disneyland Project
Case Study: The Eurotunnel Project
Appendix A: Comparative Terms of Selected Projects
Appendix B: Other Examples of Project Financings
Appendix C: Legal Investment Requirements Governing NY Life Insurance Companies
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Optional book for working with the trial version of Microsoft Project 98
Microsoftr Project 98 Step by Step by Catapult, Inc.
ISBN: 1-57231-605-5, Pages: 336, Disk: 1 73 min. CD, Estimated Retail Price: $29.99 US
Release: 10/29/97, Level: Beg/Int - Microsoft Book Press
Academic Full Package available for students for $169 on special order.
MICROSOFT PROJECT 98 STEP BY STEP provides quick, easy, book-and-disk self-training on Microsoft Project 98--to
help you easily learn this powerful project management program. With this book, you'll learn to use Microsoft Project
98 to: * Develop, plan, schedule, and chart project information * Work with calendars and implement scheduling
methods such as the Critical Path Method to keep projects on track * Manage resource workloads and expenses and
resolve resource over-allocation issues * Create task dependencies and work with flexible and inflexible task
constraints * Work with multiple, consolidated projects and multiple critical paths * Use Gantt charts to visualize
project progress * Create PERT charts to understand the relationships between tasks * Compare actual progress
against planned baseline projections * Apply filters and sorting to focus on important project information * Format
and print customized tables, views, and reports and learn how to publish reports on the Web
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Recommended Reading - Business novels that are entertaining and informative
Critical Chain (1996)
by Elihu Goldratt (on project management) - Price $19.95, Your Price here - $15.96 - Save $3.99 - 20%
"Goldratt has done it again! This time with Project Mgmt.
If you only buy one book this year, this is it! Take the Theory of Constraints [TOC] and apply it to Project
Management and you have Critical Chain. Set in a university with numerous business connections and you have the
perfect environment for his latest business novel about TOC. As good [if not better] than The Goal. It stands alone;
one does not need to read The Goal or It's Not Luck to appreciate this exciting new release." - A reviewer's
comments
Against the Gods: The Remarkable Story of Risk (1996)
by Peter L. Bernstein (on risk/uncertainty management) - Price $29.95, Your Price here - $20.97 - Save $8.98 -30%
"In his delightful history of risk, Peter Bernstein traces how humanity has put itself less and less at the mercy of the
laws of chance." - The Wall Street Journal
"To what degree should we rely on our past to determine our future? This riveting book describes how the rational
process of risk taking propelled the progress of science and enterprise into the modern world of speed, power,
instant communication, and sophisticated finance. Risk management is now an indispensable skill whose applications
range from allocating wealth through planning a family to wearing a seatbelt. Drawing upon history and biography to
trace the development of its concepts, the author explains the origin of risk management--the basics of probability,
sampling, regression to the mean, game theory, and rational versus irrational decision making. Bernstein introduces
complex concepts via an accessible, entertaining narrative between the great minds behind the ideas. Against the
Gods features the epic quests and questions of great thinkers such as Pascal, Fermat and von Neumann who have
embarked on a reworkable adventure of intellectual discovery, proving that the future is more than just the whim of
the gods, that men and women are not passive before nature." - publisher's comments
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SOFTWARE APPLICATIONS (INTRODUCTION)
Microsoft Project 98 - USING in Module IV and V
@ Risk for Project - will introduce in Module V.
TopRank - will introduce in Module V.
BestFit - will introduce in Module V.
PrecisionTree - will introduce in Module V.
RiskTrak - can download a "free" version (for a qualitative approach with a quantitative result).
Decision Tree Analysis - will introduce in Module V.
Promoter - will introduce in Module VI.
@ Risk - will introduce in Module VI
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Reference Books ordered for the BIC (Business Information Center)
Decision Analysis in Projects
Case Situations in Project and Program Management
Project and Program Risk Management : A Guide to Managing Project Risks and Opportunities Vol 6
Project Management Casebook
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Reference Articles for Reading in Preparation for Class Discussion
The Role of the Project Support Office (PSO)
100 Rules for Project Managers
Cost/Schedule Integration - A Process for Project Managers
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Other Interesting Sites to Visit
WWW - Guide to Project Management Research Sites
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Paul Allen, Instructor Feb 2000
Project Executive Group, Inc. and The ROAD Group, L.L.C. - Houston, TX
Chairman and CEO of Project Executive Group, Inc., an advisory and execution services firm, specializing in project
crisis management and turnarounds, interim project management and consulting, risk analysis and decision support
packages, systems planning and execution, project development and finance advisory, and project closures. Works
closely with industry specialists for owners and engineering and construction firms in global projects.
Chairman and Managing Director (CEO) of The ROAD Group LLC, an automated facilities project development
organization, responsible for global business and project development, project oversight, and strategic alliances in
this market sector. Activities include development and execution of mechanized automated marine terminal projects
and integrated automation systems for the distribution, logistics, and transportation industries. Works closely with
various automation systems providers (mechanized, physical, logical and people), enterprise integration, licensing
and management of automation projects. Participates in appropriate project development opportunities in role as
advisor, partner, lead project developer and/or equity player with responsibility as appropriate. Works closely with
engineering and construction firms in global projects requiring various levels of automation in "design-build-finance-
operate-maintain" opportunities.
Director of Project Management of CSSC, Inc. (Computer Systems Services & Consulting, Inc.) headquartered in
Morristown, New Jersey, with responsibility for global project management training and certification processes,
business development in existing industry and growing industry sectors in the Southwest, and general management
of CSSC's office in Texas. Activities include liaison and coordination in supporting major automation systems
projects for software development and quality assurance excellence for automation systems and capital projects
utilizing automation for major companies. CSSC, Inc. is an affiliate of The ROAD Group, LLC.
Paul was formerly employed by Fluor Daniel, Inc. the global engineering, construction and diversified services
company of Fluor Corporation, publically traded on the New York Stock Exchange under FLR, until mid-February of
2000.
He served as a Project Director II in Project Operations; Group Director of the Ports, Harbors, and Terminals Group
with global responsibilities: business development, project oversight, strategic planning, alliances, project risk
analysis, and mergers & acquisitions in this market sector; and Project Director advisor for enterprise systems
working with the Enterprise Integration & Communications Systems Group with experience and focus on logistics,
logical systems, and business process reengineering & design.
Prior to joining Fluor in early '97, he served as Chairman/CEO of a couple of small companies for over 13 years as
an entrepreneur and project developer in mechanized automation projects. For more CV detail on background and
skill sets, drill.
Project Experience
Types of Projects Experience - Advanced Technologies, Mechanized Automation, Automated Systems, Business
Enterprise Automation, Bulk Handling & Storage, Coal, Dynamic Simulation, Education, Gas, Government, Grain
Processing, Hazardous Chemicals, Hazardous Materials, Infrastructure, Marine - Offshore, Module Yard, Packaging,
Petroleum, Petrochemicals, Port Facilities, Solids Handling & Storage, Liquids Handling & Storage, Transportation,
Marine Transportation, Warehouse-Distribution, Logistics.
Memberships
He is a founding member and VP of Administration of the Risk Management SIG of the Project Management Institute,
a member of the Project Management Institute, a member of the American Project Management Forum's ISO 10006
(Project Management) Standards Committee, a member of the American Production and Inventory Control Society
(APICS), and a member of the APICS Complex Industries SIG.
He is a member of the Society of Naval Architects and Marine Engineers and has belonged to other professional
groups such as the International Cargo Handling Coordination Association (ICHCA - USA) and the Marine Technology
Society.
Recent Awards
In 1995, Paul was the recipient of a Global Project Development and Finance Award from Project Finance Monthly for
"The Most Innovative Project Financing of an Infrastructure Project." He is the recipient of the Outstanding Civil
Engineering Achievement Award for 1996 from the Houston Branch of the American Society of Civil Engineers
(ASCE), and the 1996 Award of Merit from the Texas Section ASCE. In 1994, he received the Outstanding
Professional Achievement Award from the U.S. Merchant Marine Academy Alumni Association for his work in marine
terminal automation.
Faculty Experience
Paul is an Adjunct Professor of Management in the MBA Program at the Jesse H. Jones Graduate School of
Management at Rice University where he teaches MGMT 676 - Project Management and Project Finance. He has
taught senior professional courses at the United States Merchant Marine Academy as an Assistant Professor and at
Texas A&M University at Galveston as an Adjunct Professor. He has an MBA in General Management from Rice
University and pursued external PhD research in Change Management at the University of Wales, Cardiff. He
teaches Project Development discipline courses and programs in Rice University's Executive Education Department:
Advanced Project Management for the Professional, Financing Projects, the Project "Turnaround Management"
Workshop, and "Making Deals" - the Art of the Deal in Project Development leading to the "Certificate in Mastering
Project Development."
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