Showing papers on "Project management triangle published in 1978"

A model for the selection of interdependent R&D projects

Abstract: The R&D project selection model provides for three types of project interrelationships: overlap in project resource utilization, technical project interdependence, and the project interaction with respect to value contribution. It also provides an input structure that should help diverse people in the organization communicate their knowledge and opinions to the R&D planning process.

A Statistical Approach to Scheduling Software Development

Abstract: Given certain facts about a project that are known early, this macro-estimating technique generates an expected life-cycle curve of manpower against time.

Controlling the Software Life Cycle—The Project Management Task

Abstract: This paper describes project management methods used for controlling the life cycle of large-scale software systems deployed in multiple instaltations over a wide geographic area. A set of management milestones is offered along with requirements and techniques for establishing and maintaining control of the project. In particular, a quantitative measure of software quality is proposed based upon functional value, availability, and maintenance costs. Conclusions drawn are based on the study of several cases and are generally applicable to both commercial and military systems.

An Undergraduate Design/Project Course Utilizing a Microcomputer

Abstract: Project-based courses offer one of the greatest education opportunities in an electrical engineering student's undergraduate curriculum. The ultimate success of this type of educational experience is keyed primarily to 1) the selection of a project with a high chance of success along with the right amount of challenge and 2) adequate planning. Faculty may choose to avoid a microcomputer-based design/ project due to their lack of experience in selecting suitable projects and planning for the support required. This paper describes a project which has considerable flexibility for individual definition of goals and, hence, the amount of challenge can, in some sense, be customized. The support required for a microcomputer-based design/project is distinct from that of a conventional design/project course. These planning and support requirements for microcomputer-based projects are described along with the course structure, content and approach to grading

Probabilistic models of project management with design implications

Abstract: As project management has come of age, there has been an increasing awareness of the fact that the greater the inherent difficulty of the R&D activity, the more likely it becomes that the project will encounter cost and schedule overruns. Some authors have even gone so far as to call for `built-in' allowances for overruns. It is the purpose of this paper to point out not only that such a scheme is necessary, but also to show the magnitude of the required allowances and their sensitivity to the distribution of risk associated with the project.

Peer teaching and project planning

Abstract: While project work is now widespread in higher education due consideration has not been given to the development of the intellectual skills on which such work depends. As an aid to better project work peer teaching has advantages in both cost and effectiveness. However, to be effective, students must be able to call on a procedure for analysing and representing clearly the structure of the situation with which they are concerned. This can be achieved by using a simplified version of Forrester dynamic systems models. Examples are described of some typical situations in which this approach has been successfully applied.

Administrative feasibility analysis for development projects : concept and approach

Abstract: Successful implementation of development plans and policies depends on satisfactory achievement of individual projects designated as critical components of plans and policies. Project management is a complex process of interactions among links in the chain of causality toward realization of policy objectives. Identification selection and preparation of projects should follow from an overall national development plan having identified the priority sectors and production targets thereby providing criteria for selection of projects. Project appraisal should precede project selection ensuring choice of most appropriate alternatives for utilizing scarce resources and determining technical soundness to provide reasonable economic social and if appropriate financial return. The improvement of implementation capacity is emphasized as a measure to be integrated with implementation procedure. Analytical appraisal of administrative systems and managerial factors for a proposed project is a practical step strengthening the project planning function by which the feasability of a project could be assessed before the selection of a project.

The directed project: a poor man's internship

Abstract: The opportunity for a student to receive practical experience in the design and implementation of an information system should be a key component of any program which is preparing applications programmers and systems analysts. CO-OP and Internship programs can provide students with a significant and realistic taste of what it means to practice their chosen profession. But the "cost" of providing these programs is high. If the programs are to retain their integrity, constant and careful monitoring is required. If all students are to have the benefit of some "practical experience", it is necessary to provide an experience which operates outside, but somehow parellel to, the real life organization. It should receive input from the organization without being a burden to it. This is the Directed Project.In the Directed Project a team of students, under faculty supervision, works on the design and implementation of an information system for some organization. The organization commits to providing input to the team. This commitment varies with the amount of preliminary work done by the faculty supervisor, but is usually fairly light. In return for its help, the organization receives the product produced by the team as a gift. The structure is as "real world" as possible. The students work as a team and are evaluated as a team. They work under the direct supervision of a student project leader. They follow a well defined system development methodology and employ a strict set of project control tools. The effective solution of the user's problem is the primary goal of the project team. Directed Projects have been done for both off-campus and on-campus organizations. Teams have consisted of four to eight students averaging about 10 hours each per week over a 16 week semester. Examples are given.An evaluation of the Directed Project is also presented. From the point of view of the student the Directed Project is a tremendous advantage. In attempting to "put it all together" the student has the opportunity to identify strengths and weaknesses and resolve any basic deficiencies in his background. He is also forced to meet the user's needs, rather than making simplifying assumptions to improve the elegance of the design and the ease of implementation. Employers have been very favorably impressed when interviewing students involved in Directed Projects. From the point of view of the faculty supervisor, the Directed Project does require a rather significant commitment of time and energy. But just as the students, the faculty supervisor is practicing his profession. This experience more than compensates for the time required. The program itself also benefits in that the Directed Project provides rapid and accurate feedback on the effectiveness of both individual courses and the impact of the overall program.Based on some (often frustrating) experience, some hints for survival are given. The first key element is choosing the right project. Second is effective faculty supervision. The faculty supervisor's role is a delicate one; if poorly played it can ruin the experience. The student project leader is also a key player. Finally rigid project control is an absolute must. With a few basic tools and some discipline, good project control is possible. Without it, the project is almost guaranteed to end "95% complete".

The Uses of Decision Theory in Public Program and Project Management

Abstract: making under uncertainty (or &dquo;decision theory&dquo; as it has come to be generally known) would be well worthwhile. However, it is rather obvious that most present and future project planners have neither the inclination nor the time to delve into the technical intricacies of decision theory. On the other hand, as project planners of all technical specialties are constantly faced with the dilemma of making decisions under uncertainty (as are all other humans for that matter), it would seem appropriate to introduce them to the philosophy, the language, some of the techniques, and perhaps most importantly, some of the possible uses and limitations of decision theory in project planning.