Welcome to Scribd, the world's digital library. Read, publish, and share books and documents. See more
Download
Standard view
Full view
of .
Save to My Library
Look up keyword or section
Like this
5Activity
0 of .
Results for:
No results containing your search query
P. 1
Fundamentals of Project Management

Fundamentals of Project Management

Ratings:

5.0

(3)
|Views: 226 |Likes:
Published by sam

More info:

Published by: sam on Jun 03, 2008
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as PDF, TXT or read online from Scribd
See more
See less

10/14/2011

pdf

text

original

 

 






Fundamentals of Project Management
by James P. Lewis 
AMACOM Books
ISBN:
0814478352
Pub Date:
01/01/95
Search this book:
Preface: Successful Project Management
Although managing projects has been going on for thousands of years, the practice has only recently beenrecognized as a discipline in its own right. Suddenly master’s-level degree programs are springing up atschools throughout the world, and certificate programs are being offered as well. Not only that, but someorganizations have begun to ask their contractors to provide only project managers who have been certified asprofessionals by the Project Management Institute, the professional society for practitioners.In today’s fast-paced world, organizations that practice sound project management methods have acompetitive advantage over those who fly by the seat of the pants. Why? Because competition is rapidlybecoming
time-based 
as well as
cost-based 
. That is, if you can get a product or service to market faster thananyone else, you have an edge on your competition. Further, if you can control the costs of your work betterthan others, you can sell your products or services at lower margins; “sloppy” management requires thatgoods be sold at higher margins in order to make sure the business is profitable.What if you aren’t dealing in products or services? The same principle applies. If you are nonprofit or agovernment agency, you face competition from others who might be able to do your work more efficiently(and at lower cost). In short, we must all learn to work smarter, not harder, in order to survive into thetwenty-first century. Managing projects better is one way to achieve that result.This book gives you a fast-track approach to managing your own projects. You will learn the essential steps insetting up project plans, scheduling your work, and monitoring progress/exercising control to achieve desiredproject results.The approach outlined in this book is based on what is considered best practice by experts in the field. If youfollow the methods presented here, you will increase the probability that you can meet critical performance,cost, and schedule targets. Admittedly, there is a lot more to project management than can be presented in thisshort book, but if you learn the essence of the tools, you can go on from there to increase your skill.Table of Contents
Title
-----------
 

 






Fundamentals of Project Management
by James P. Lewis 
AMACOM Books
ISBN:
0814478352
Pub Date:
01/01/95
Search this book:
Chapter 1An Overview of Project Management
A
 project 
is a job that is done once.
WHAT IS A PROJECT?
What is the difference between project management and managing in general? Aren’t they really the same?The answer, of course, is no. A project is done only once, whereas most jobs are ongoing or repetitive, andmanaging one-time jobs is different from managing ongoing ones. For one thing, the people who work on aproject may be reassigned to other jobs once the project is completed, so the team is temporary. Often theteam members do not report to the project manager on a regular basis, meaning that the project manager hasno direct authority over them, a situation that presents its own set of problems.Quality expert Dr. J. M. Juran defines a project as a problem scheduled for solution. This definition forces usto recognize that projects are aimed at solving problems and that failure to define the problem properly iswhat sometimes gets us into trouble. Interestingly, when you tell project team members that you want to beginplanning a project by writing a problem statement, they tend to say, “We don’t need to do that. We all knowwhat the problem is.”In my younger days, I was sometimes intimidated by that response. Not any more. My rejoinder is, “If that istrue, it will only take five minutes, so let’s do it.” I have never yet gotten a group to write a problem statementin five minutes, because seldom do people really understand or agree on what the problem is. This failure toachieve a consensus definition of the problem leads to developing the right solution to the wrong problem orto a paralyzing bickering about goals.“A project is a problem scheduled for solution.”—J. M. J
URAN
To help a team at this point, I offer a definition of a problem. A desired objective is not a problem by itself.
Title
-----------

Activity (5)

You've already reviewed this. Edit your review.
1 thousand reads
1 hundred reads
Mhands liked this
installationsap1 liked this
prap_1982 liked this

You're Reading a Free Preview

Download
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->