Showing papers on "Project management triangle published in 1970"

The Project Manager—Anomalies and Ambiguities

Abstract: Project managers problems of anomalies and ambiguities in complex missions operation and implementation, discussing interactions with personnel

The power spectrum in project management

Abstract: Power spectrum in project management of matrix organizations involving support personnel cooperation

That ‘Uncertain Feeling’ and Project Management

Abstract: At the start of a new product development project, a manager usually has three things: time, money and uncertainty. His problem is to reduce or eliminate the uncertainty by spending the time and money in the most economic way possible. A manager is guided in this task by his company's management policies. But suppose that some of these policies are no longer adequate under today's time pressure and with today's cost spirals. How can management policy makers study the impact of their policies on the performance of their product development organization? This article describes a tool for examining project management which might be an answer.

Project authority — A multidimensional view

Abstract: This paper delineates some basic authority relationships within five models of project management: (1) the individual model; (2) the staff model; (3) the intermix model; (4) the aggregate model; and (5) the NASA/Apollo model. The authority construct is broken down into formal authority (authority inherent with the position and organizationally derived) and influence (authority generated by the project manager through his own technical competence and his administrative skills). The focus of this paper explains how the bases and functions of authority tend to shift within the various project-management models. An examination of the project manager's use of formal authority and influence in varying project contexts eliminates some of the ambiguity surrounding the concept of project authority.

ISO 21500 in Practice - A Management Guide

Abstract: Iso 21500, officially published in September 2012, is the first overarching guideline for project management that presents a common frame of reference and a process standard. This international standard firmly positions projects within the context of programs and project portfolios and is the basis for further development of the project management profession. This book explains the background, the value, the implementation and the application of Iso 21500 for each type of organization. It describes what you, as a customer, supplier, manager or member of project staff, can do or maybe should do with the guideline. The book supplies answers to the 100 most common asked questions about Iso 21500 with the focus on the value of the guideline for the project management practice. The target audience of this book includes: ? Senior managers and project sponsors, so that they gain a better understanding of the principles and practice of project management and therefore provide appropriate support and guidance to their project managers, project management teams, and the project teams; ? Project managers, project management teams, and project team members, so that they have a common base of comparison of their project standards and practices with those of others; ? Developers of national or organizational standards, for use in developing project management standards, which are consistent at a core level with those of others. ? Consultants, educators, coaches and trainers in the project management discipline. They can connect various generally known and bespoke project management methods, models and best practices to the Iso 21500 framework as a common frame of reference.

Project and Product Responsibilities in Industry

Abstract: The appointment of project managers, product controllers and project engineers is becoming more common in European industry, the aim being to concentrate attention to achieving some specific new task. Typical examples are:

The Software Life-cycle Model: AnAlternative Perspective

Abstract: The quality of a software product depends on the proper management of the technical process of software development. Often conflicts arise because the technical structure of a project does not fit well with the temporal structure that management desires. The Life-Cycle Model is fundamental to both aspects of a project. This paper presents the outline of a new Life-Cycle Model which emphasises the static nature of a project, where all phases can coexist, while allowing for temporal progression. Central to this philosophy is the concept of a project database with a highly integrated toolset that can check for consistency and completeness over the whole project and generate metrics that can measure progress.

Internet based project learning for electronics

Abstract: Project Based Learning (PBL) is a widely used pedagogy in engineering education. The NetPro project integrates traditional PBL into a network based learning environment. The project has developed models, tools and services to facilitate communication and collaboration between distant students, and to manage access and control of project deliverables. NetPro project teams form cross-institutional learning communities. This new learning environment is a distributed system that facilitates sharing and peer reviewing of project deliverables and interaction in special interest group discussions. NetPro methodologies and tools have been developed and tested by running pilot projects: four streams of pilots have been run during the project life. The paper provides a few details of the pilot course on Electronic Systems Design. To accompany the tools, the NetPro project has built a Web based collaboration environment, the User Community, to support teachers, trainers and course designers in using models, materials and tools efficiently.