Description
THE WORLD BANK Fail-Safe Management by Jody Zall Kusek Marelize G?rgens Prestidge Billy C. Hamilton
Project failures are not confined to the development world. In 2004 Hartman and Ashrafi found that the project failure rate is above 60 percent for construction, engineering, and other technology projects, despite all the advances in project management theory and practice. This book's interest, however, is in the very large percentage of projects not subject to events beyond the control of project managers. In this regard, attention to the possibility of failure is the best guarantee of success. Understandably, public managers may be uncomfortable with such an inherently negative approach to managing public projects, which are, after all, designed and intended to produce a public good or to solve a public problem. The point is not to be pessimistic but realistic in managing public projects. Anticipating and solving problems can avert compounding those problems and the failures that result. And this book delivered five rule to avoid project failure: i) make it about the how; ii) keep your champions close but your critics closer; iii) informal networks matter-work with them; iv) unclog the pipes; and v) build the ship as it sails. ForewordIntroduction: Why Turkey? Sinan UElgenChapter 1: Turkey and Nuclear Energy, Gurkan KumbarogluChapter 2: Regulating Nuclear Power, Izak AtiyasChapter 3: The Origins of Turkey's Nuclear Policy, Doruk ErgunChapter 4: Turkey's National Security Strategy and NATO Nuclear Weapons, Can KasapogluChapter 5: Turkey and Missile Technology: Asymmetric Defense, Power Projection, and the Military-Industrial Complex, Aaron SteinChapter 6: Turkey, the Nonproliferation Treaty, and the Nuclear Suppliers Group, Mark HibbsChapter 7: Turkey and Nuclear Weapons: Can This Be Real? Mustafa KibarogluChapter 8: Debating Turkey's Nuclear Future, Jessica VarnumConclusion, George Perkovich