Showing papers on "Project management triangle published in 1983"
TL;DR: Heavy use and high perceived impact of financial methods for project selection, selective use of network models, some dissatisfaction over the methods available for project scheduling and control, and no usage of mathematical programming models for R&D resource allocation were key findings.
Abstract: The results of an empirical study on the current usage of quantitative techniques for R&D project management in “Fortune 500” industrial firms are presented. A nonrandom sample of 40 respondents from 29 firms were selected to represent a mix of industrial sectors and geographic regions. The information was obtained via personal interview of R&D budget heads and some high level staff. Extensive demographic data on the respondent and his company were collected and related to familiarity and usage of project management techniques. Data were also collected on the perceived impact of techniques on project decision making, and any recent/planned changes in the cadre of techniques. Heavy use and high perceived impact of financial methods for project selection, selective use of network models, some dissatisfaction over the methods available for project scheduling and control, and no usage of mathematical programming models for R&D resource allocation were key findings. As a result, R&D managers must have a thorou...
173 citations
TL;DR: A systems dynamics approach is used to analyze several key dynamic software project scheduling issues and raise some important, but as yet unresolved, dynamic issues.
Abstract: Software project scheduling is one of the major problem areas faced by software project managers today. While several quantitative software project resource and schedule estimation methods have been developed, such techniques raise some important, but as yet unresolved, dynamic issues. A systems dynamics (SD) approach is used to analyze several key dynamic software project scheduling issues.
34 citations
TL;DR: In this article, a number of practical guidelines for action have been developed to avoid the shortcomings of the current approach and how to avoid them from a discussion of the shortcomings in such an approach.
31 citations
TL;DR: The paper concludes that within construction projects, management, design and construction strategies must be matched and then given expression in clearly defined tasks.
Abstract: A conceptual framework for project management in construction is proposed. It comprises two distinct phases. The first is strategic, being concerned with client objectives, project description and organization. The second is concerned with the execution of basic construction tasks. The essential nature of these concepts and of relationships between them is described. The need to regard projects as hierarchies is discussed. The paper concludes that within construction projects, management, design and construction strategies must be matched and then given expression in clearly defined tasks. Creating and maintaining that consistent framework is project management.
28 citations
TL;DR: A review of techniques, methods, and matrix-management structures which have produced the desired result of a successful project can be found in this paper, where the authors define success as on-time delivery of a system.
Abstract: The overall problems of under costing,, over spending, and late delivery of computer systems are problems which many companies face with almost every project undertaken. The source and magnitude of these problems will dictate whether or not a project can be termed successful. Success is on-time delivery of a system. to a satisfied customer at the proposal cost. This paper provides a review of techniques, methods, and matrix-management structures which, for the most part have produced the desired result---a successful project.
18 citations
TL;DR: In this article, a tool is presented for the description of a specific project management task and the requirements of the job candidates, which is further used for evaluating the skills and qualifications of specific job candidates.
15 citations
TL;DR: In this paper, the authors expressed that alternative concepts of good project management should be sought that are not necessarily based on traditional Western ideas, and one alternative, formulated in Scandinavia, is described.
15 citations
TL;DR: The effects of cultural variations on project management are discussed in this paper, where some concepts for management and control, which may be a part of a general Scandinavian approach to project management, are presented.
13 citations
TL;DR: In this paper, the basic authority structures for project management are described and the role of the project manager is described, and the advantages and disadvantages as they relate to the project managers ability to support the project are cited.
Abstract: This paper provides a primer on authority structures. The basic corporate organizational forms are described and construction examples are given. The basic authority structures for project management are also described. These forms are the functional, pure project, and matrix. For each form, the advantages and disadvantages as they relate to the project manager's ability to support the project are cited. Nine factors that influence the choice of authority structure are discussed. The role of the project manager is described.
11 citations
TL;DR: In this paper, the definition of communication is stated as the basis for an analysis of four fundamentals of project management communications and the view point presented is that of the owner's representative in management of a construction project.
Abstract: The definition of communication is stated as the basis for an analysis of four fundamentals of project management communications. The view‐point presented is that of the owner's representative in management of a construction project. The special nature of the resident engineer's problems in establishing and maintaining clear lines of communication with the other members of the project team and the public is also emphasized.
TL;DR: A brief review of the teaching of project management to both undergradute and postgraduate students at university and college and also in a large number of short courses for industrial managers is given in this paper.
TL;DR: A set of conceptual models for the management of projects on the basis of the physical system of the constructed facilities is presented in this paper, where the purpose, the structures, the boundaries, the environment and objectives of these models and some of the application procedures are discussed.
TL;DR: In this paper, the authors explain why an understanding of the meaning of success is crucial to the achievement of project success and examine the definitions of Project Success found in the literature and make some suggestions regarding the meanings of Project success.
Abstract: The authors explain why an understanding of the meaning of success is crucial to the achievement of project success; examine the definitions of project success found in the literature and make some suggestions regarding the meaning of project success.
TL;DR: A model that explains the relationship between a project and its social environments is described in this article, and tools used in the analysis of the environment are discussed, and an example of their practical application is presented.
TL;DR: In this article, the authors discuss the various factors that a project manager must take into account, and the case is made for a greater emphasis to be placed on leadership in project management.
15 Jul 1983
TL;DR: In this article, the authors describe a state-of-the-art computer-based project risk analysis technique which has been in widespread use since 1970, which is used to assist in management of project risk on over a hundred projects worldwide, with a total value of over $55 billion.
Abstract: : The paper describes a state-of-the-art computer-based project risk analysis technique which has been in widespread use since 1970. The technique has been used to assist in management of project risk on over a hundred projects worldwide, with a total value of over projects worldwide, with a total value of over $55 billion. PROMAP V resembles conventional deterministic project management tools only in that it uses the conventional critical path network as the framework for a project risk model. The model is then analyzed to determine the interrelated schedule and cost risks resulting from time, cost, and technical performance uncertainties. At the same time, the model serves in the usual way the routine functions of project estimating, planning, scheduling, resourcing, costing, and control.
TL;DR: A logical, notational tool, called the Bachmann diagramming technique, is described, used for documenting a project management system while securing user participation in the design of the system.
TL;DR: In this article, general principles of project management, including manpower required, expenditure and the effect of delays, are discussed with reference to the classic S curve, and the S curve is used as a reference point.
01 Jan 1983
TL;DR: The main contribution of this dissertation is the identification of project management and communication support as an important domain of an effective software development environment, and the application of speech act theory to that domain.
Abstract: Artificial intelligence techniques can help software development environments support the variety of activity involved in building complex, evolving software systems and managing their projects. The main contribution of this dissertation is the identification of project management and communication support as an important domain of an effective software development environment, and the application of speech act theory to that domain. A framework, or paradigm, was designed for such an environment using a knowledge-based, program synthesis approach from artificial intelligence. A pilot communication and management support environment (CMS) was implemented. CMS supported an existing project to build a complex software system and helped its users, who could be system designers, managers, maintainers, or end-users, by providing capabilities for project management, documentation/help, critiquing and intelligent communication.
Initial, informal studies of system/user interaction helped form the theory that people, while interacting with a computer system, perform communication or management acts, such as questioning, informing, requesting, critiquing, or planning. An act taxonomy was created and the structure and relationships among some of these acts were formally represented. CMS incorporates a theory of acts and uses a knowledge-based, synthesis approach to process acts. The processing of acts uses assertion, inference, and synthesis to transform acts to other related acts, perform actions, such as sending messages or answering questions, annotate a project model, or collect statistics about system activity. The project model includes structures and properties for project concepts, such as components and tasks. These are used to configure the system and to organize project information and act data. A representation of time as hierarchical periods was also created. Protocols were developed for project activity and formally represented as rules that refer to the project model and acts. Constraints on CMS activity and on the project model were also represented as rules. The project model, the acts, and the rules are all part of the environment's knowledge base. The power of the environment comes from using this knowledge to reason about the project, rather than just to retrieve facts.
TL;DR: The primary objectives of the project management task area are to enhance the buyer manager's capability in early project planning, provide a better means of communicating and coordinating between and within buyer and producer organizations, and increase the availability of software engineers educated in the principles of project management.
Abstract: Enhanced project planning, better communication and coordination between buyers and producers, and increased availability of software engineers who know project management are the goals of this task area. Both buyers and producers of mission-critical operational software must manage resources and make technical decisions to accomplish their functions. The primary objectives of the project management task area are to enhance the buyer manager's capability in early project planning; provide a better means of communicating and coordinating between and within buyer and producer organizations, furnishing tools to aid managers in identifying and correcting problems before they affect schedule or functional capability; and increase the availability of software engineers educated in the principles of project management.
TL;DR: In this paper, the differing viewpoints of the project manager and the manager of the workshop that provides goods and services to various projects are examined, and some possible future methods for overcoming the difficulties and conflicts that can arise are discussed.
TL;DR: In this article, the resource smoothing method as it can be applied to cost aspects of project planning is described, which can be used to deal with uncertainty in the initial stages of planning.
01 Sep 1983
TL;DR: In this paper, the authors present a three-step procedure to select an energy consultant for a specific industrial energy project, including defining the job, developing thorough selection criteria, and monitoring project progress.
Abstract: Despite the current lull in industrial energy cost increases, a potential business boom exists for consulting firms addressing the broad field of energy management The abundance of consulting firms also provides plant engineers with the opportunity to select the best firm for a specific energy project However, the number and variety of consulting firms that offer energy related services are staggering How, then, can the right consultant be selected How can the selecting company accomplish its project goals and maximize project results A logical three-step procedure can greatly enhance the chances for success: define the job, develop thorough selection criteria, and monitor project progress Although these steps are applied here to the selection of an energy consultant, they may apply to contracting out any technical project
01 Jan 1983
TL;DR: The management ‘technoscopes’ outlined in this paper are effective tools in this process to identify the problem to be solved and provide management tools for efficient project management.
TL;DR: In this article, a case study outlining a two-year project to design, develop, and implement standardized project management in a data-processing organization is presented, including a systems development methodology and project-control software.
16 May 1983
TL;DR: This paper reflects a practical method for transforming facts and conflicts into an approved development approach and publishing the results in what will be called a Project Expectations Document.
Abstract: With the mounting demand for proficient personnel and the parallel increase in salaries, management is seeking ways to improve productivity in order to realize a higher return on their investment dollars. Knowing what to do, when to do it, and how to do it prevents costly retries. Given any kind of a project and 2 to N participants, there will be 2 to N views of the project. Furthermore, there are always dozens of subtle nuances floating like little puffs of smoke over every enterprise, and they are often not in agreement. It is necessary to crystallize the assumptions that each participant "understands" to be the accepted expectations, resolve the conflicts, and disseminate this information to the community. This paper reflects a practical method for transforming facts and conflicts into an approved development approach and publishing the results in what will be called a Project Expectations Document.