Project Delivery System : A System and Process for Benchmark Performance

Managers, CH2M HILL Project

ISBN 10: 0965261603 / ISBN 13: 9780965261609

Published by CH2M HILL Constructors, Inc, 2000

About this Item

Fairly worn, but readable and intact. If applicable: Dust jacket, disc or access code may not be included.

Seller Inventory # GICWV.0965261603.A

Bibliographic Details

• Title: Project Delivery System : A System and Process for Benchmark Performance
• Publisher: CH2M HILL Constructors, Inc
• Publication Date: 2000
• Language: English
• ISBN 10: 0965261603
• ISBN 13: 9780965261609
• Binding: Hardcover
• Condition: acceptable

About this title

Synopsis

As business environments become increasingly competitive, companies seek more comprehensive solutions to the delivery of their projects. "Project Delivery System: A System and Process for Benchmark Performance" describes the process-driven project delivery systems which incorporates the best practices from Total Quality and is aligned with the Project Management Institute and ISO Quality Standards is the means by which projects are consistently and efficiently planned, executed and completed to the satisfaction of clients and customers.

About the Author

S. David Ellison, BS, Civil Engineering, University of Texas at Austin, Registered Professional Engineer provides management consulting to executive leadership teams and leads organizational change efforts for project-centered enterprises. Growing from his successful organizational change experience with CH2M HILL in the early 1990s, Dave provides management consulting to both private-sector and governmental organizations with practices that follow the global standard for project management. Mr. Ellison s initial assignment, using sound Total Quality Management principles and applying organizational development skills and knowledge, was to orchestrate transformational change company-wide over a four-year period at CH2M Hill. Organizations that have achieved project delivery system installation have achieved improved financial returns as well as increased employee satisfaction and organizational flexibility to better meet client and stakeholder needs. Mr. Ellison led the organizational change effort concentrating on people, business processes, technology, and structure to such organizations as : Denver Service Center of the National Park Service; Fiber Optic Technology (a division of ICG); Boeing Commercial Airplane Group; Los Angeles Department of Water an Power; Lockheed Martin Energy Systems; DOE Hanford Office of River Protection, Plantation Pipeline of Atlanta; Rocky Flats Environmental Technology Site; Washington State DOT; City of Portland; and Transpeed (Transportation Partnership in Engineering, Education and Development, Washington State).