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Lessons Learned from Selected IPPMC Case Histories

  • Louis J. Goodman

Abstract

As the IPPMC model clearly indicates, policy occupies a central position in the management cycle. It has become increasingly evident over the past three decades that the success or failure of any project is directly linked to the policymaking process. Without adequate communications or feedback channels, projects either become divorced from policymaking or are doomed to be replicated uncritically without the benefit of policy refinement. Although refinement of policy and planning occurs in the IPPMC model as a discrete task in phase 4 (evaluation and refinement), it is important to note that this model presents the ideal situation. The cycle proposes that continuous feedback occur between each major phase/task and that continuous linkages be formed during each phase with the central hub of the cycle, policy.

Keywords

Project Planning Case History Geothermal Resource Cost Overrun Project Cycle 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Van Nostrand Reinhold Company Inc. 1988

Authors and Affiliations

  • Louis J. Goodman
    • 1
  1. 1.UCLAUSA

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