By James Lewis
All you must execute a venture completely a brand new variation of the vintage venture administration booklet is the following, revised and up to date with much more guidance and real-world examples. This improved 5th version offers an applications-oriented realizing of the problems you want to confront and significant assistance for passing the venture administration expert examination. the normal guidebook within the venture administration box for over two decades undertaking making plans Scheduling and keep an eye on now bargains extra innovations for dealing successfully with group participants, consumers, senior managers and different key stakeholders and is the fitting prescription for undertaking luck. NEW TO THIS version: Chapters on Full-spectrum venture administration and the way to regulate a digital undertaking staff coping with and facilitating venture conferences concepts for facing contractors instructions for developing a undertaking workplace
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Additional info for Project Planning, Scheduling, and Control: The Ultimate Hands-On Guide to Bringing Projects in On Time and On Budget , Fifth Edition
Example text
3. Notice that there is some duration for a project in which costs are at a minimum. That is, there is an optimum duration. The problem is, we seldom know just what that duration is, but we aren’t too concerned about it. What is important is to note that going past that point (extending the duration) causes project costs to rise, because you are being inefficient. You are taking too long to do the work. 3 Time-Cost Trade-Off Curve To the left of the minimum cost point, we are trying to reduce the time needed for the job.
If a project manager cannot deal effectively with people, the project is likely to suffer. In fact, I have never seen a project fail because the manager or her team didn’t know how to draw a criti2 Projects are People is a registered trademark of the Lewis Institute, Inc. ” A project manager has to be able to do all of the things listed in the box: deal with communication, conflict, motivation, leadership, decision making, politics, and so on. And the list is by no means complete. I have had technical people look at the list and say, “Oh, man, I really hate that part!
Forgetting something is one of the top 12 causes of project failure. If you can’t get someone to review your plan for you, then the best alternative (if this is feasible) is to “sleep on it” for a few days. When you do go back to it, you will probably see things that you missed before. Nature of Projects Projects often draw on many different disciplines. Consider a simple home-building project. Carpenters, plumbers, electricians, landscapers, roofers, and painters are all involved. These different disciplines often don’t talk the same language, see the work of the 34 SECTION ONE Introduction to Project Management other disciplines as interfering with their own work, and, in the final analysis, don’t cooperate very well.
