Managing Public Superprojects: The Team Approach

by Joel Wesselman, Formerly Executive Dir.; Milwaukee Metropolitan Sewerage District, 735 North Water Street, Milwaukee, Wisc., 53202,
Charles V. Gibbs, (M.ASCE), Programs Dir.; Milwaukee Water Pollution Abatement Program Office, and Vice Pres., CH2M Hill, Inc.,
William J. Katz, (M.ASCE), Dir. of Technical Services; Milwaukee Metropolitan Sewerage District, 735 North Water Street, Milwaukee, Wisc., 53202,


Serial Information: Issues in Engineering: Journal of Professional Activities, 1981, Vol. 107, Issue 1, Pg. 41-50


Document Type: Journal Paper

Abstract: The program management approach of managing public sector superprojects is defined, analyzed and evaluated. The writers draw on their own experience to explain the benefits and drawbacks of implementing program management techniques. Program efficiency, contractor accountability and public agency consultant relations are given special emphasis. Public agency and consultant responsibilities are outlined, and specific communications channels are suggested for strengthening the agency consultant bond. Program and project analyses, and their importance in cooperative agency consultant planning, are discussed. Configuration management is explained, and its role as a planning control tool is emphasized. Commom problems associated with program management are analyzed; suggestions are given on how to avoid them.

Subject Headings: Consulting services | Contractors and subcontractors | Public opinions | Professional development | Team building

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