Showing papers on "Project management triangle published in 1987"

Strategy and Tactics in a Process Model of Project Implementation

Abstract: Successful project implementation involves two key phases and several important factors. A ten-factor model of project implementation includes three factors involving the strategy phase the “planning” and seven representing the tactical phase the “doing” of project management. The interaction of strategy and tactics effectiveness and the types of error that may occur in project implementation are discussed.

System development methods—a comparative investigation

Abstract: This article presents a retrospective comparative study of the use of the system development life cycle (SDLC) and prototyping methods to help select a development approach for a given information systems (IS) project. The respondents were asked (a) to decide independently whether one of their recent IS projects was developed using either the SDLC or prototyping approach and if so, (b) to evaluate the merit of that approach in terms of ease of project management, project requirements, project characteristics, impact on decision making, and user and designer satisfaction. The results indicate:1. Design methods cannot be considered apart from project, environment and decision characteristics.2. A clear cut preference of one method over the other could not be established. Each method performed better in some areas than in others.3. A framework that can be used by a project director for selecting a design method to develop a system could be postulated.

Project Monitoring and Evaluation in Agriculture

Abstract: Because of the need to monitor the implementation of agricultural projects and to evaluate their achievements, these activities are now a routine part of project appraisal. This book details the concepts of monitoring and evaluation of agricultural and rural development projects. In the early 1980s, several international agricultural development agencies recognized the problems in formulating effective agricultural monitoring and evaluation systems. This book reflects the progress that has been made in developing effective systems and the consensus regarding concepts and definitions for those systems. Examples of actual monitoring and evaluation problems are interspersed in the text to illustrate significant points. This book does not deal with monitoring and evaluation of national programs and policies. Evaluating the effectiveness of national agrarian reform policy represents a different issue and is not covered. Those in the developing world responsible for the design and implementation of monitoring and evaluation systems are the primary intended audience.

Integrated Project Support with IStar

Abstract: Most integrated environments are built bottom-up, starting with language tools. But this limits comprehensive project support. IST's system focuses on the overall project task instead.

Project management in construction

Abstract: This guide to construction project management should help contractors to sharpen their management skills, so that they can survive and thrive in the 90s. It includes real-world, on-the-job guidance and covers recent revisions to codes, standards and contracts; electronic data-processing estimating procedures; efficient project documentation; arbitration and mediation of claims and contract disputes, including case studies; changes in OSHA health and safety standards; site logistics - preparing the site for maximum utilization and efficiency; and the concept of BOT - Build, Operate and Transfer.

Software Projects in an Academic Environment

Abstract: The "software hut" is a course project that is used in conjunction with a graduate-level course in software engineering. The purpose of this project is to give the students some "real world" experience with the design and implementation of software. This paper describes the author's experience in using such a project and presents some suggestions on how a project should be organized.

Methodology for modelling a project management control environment

Abstract: Control must be interpreted in its widest sense if its substantial body of knowledge and those who have helped to establish this are to remain gainfully employed in the solution of realworld engineering problems. Many of these, in an age properly described as large-scale, are found in the field of project management. Herein lie control problems of the most challenging nature, to the extent that researchers are proposing an essentially different control strategy than has hitherto been realisable: that of the intelligent knowledgebased system (IKBS). The paper aims to formalise the expertise of a project manager, regarding the two specific problems of bidding control and expedition control, and hence to develop a suite of user-friendly computer-based tools embodying this knowledge. The paper proposes an original and powerful methodology for modelling projects. This is based on an information system represented by a type of associative network. The authors have made an important modelling decision to classify all information into distinct planes in terms of project specifics, project environments and project generalities. Project knowledge is seen as potential control action, and this is modelled as a reverse-chaining inference system attached to slots of frames. Reasoning with uncertainty is provided for as is an explanation facility. The means of representing intelligence is unique in that the inferencing, instead of operating from a central database containing evidence and hypotheses, works in conjunction with the information system which maintains both. Two IKBSs are described which are aimed at the problems of bid proposal and project expedition, respectively. These systems have emerged from a background of extensive consultations with industries intimately concerned with project management.

How to be a Successful Project Manager

Abstract: The project is a one‐time complex event involving many functional organisation elements that must deliver an end item within very specific cost and schedule constraints. The project manager's responsibilities are to plan, control the organisation of manpower, control the basic technical definition of the project output, lead any people organisations assigned to the project, monitor performance, costs and efficiency, and complete the project on schedule and within costs. To do this, the manager should be committed to the plan, be inquisitive and ask the right questions, not manage by exception, insist that work be done right first time, involve manufacturing, know when to freeze and when to go ahead with the plan, and above all, be able to communicate.

The Project Manager in the 1990s

Abstract: In the continuing endeavour to work towards ever better management, the project manager has a crucial role to play. This monograph assesses the requirements of project management in terms of training and experience, demonstrates what sort of person the project manager should be, and also the role that should be played by the project team. In order to illustrate the manner in which the essential qualities in both the project manager and his team are displayed in action a number of completed projects worldwide are reviewed. Both successful projects and disastrous projects are used to demonstrate the way in which the problems encountered in real life can be met and overcome. In conclusion both the prospects and the problems that the future may hold for the project manager are assessed.

R and D Project Selection and Evaluation: A Microcomputer‐Based Approach

Abstract: This paper develops microcomputer-based R and D project selection and project evaluation models. The models use Lotus 1-2-3 as a vehicle to provide practical research management support suitable for a developing country. The models are readily adaptable for various R and D management applications.

The development of a knowledge-based system for information systems project development consulting

Abstract: The foundation for a successful software development project is a well-conceived project plan which establishes the overall framework for effective project management. Two major functions of planning an information systems development project are: 1) the selection of an appropriate development strategy; and 2) the assessment of risk associated with the development of the system. This paper describes the development of a knowledge-based expert system to assist in choosing the most appropriate development approach to use when planning an information systems development project and when assessing the risk associated with that project. The knowledge base consists of a set of rules addressing both tasks. Case examples of the use of the expert system are also given.

Genesis of Management Confidence Technique

Abstract: Management Confidence Technique (MCT) is an entirely new concept in assessing the risk of project failure. It has been developed by the writer and is presented as a practical tool for formulation of early strategies to mitigate the effects of perceived constraints affecting any project in question. Judicious use of the MCT will enable the promoter of a project or his appointed manager to consider all potential options available for dealing with a given constraint and, perhaps more importantly, to consider the risk resulting from the combined effects of all perceived constraints on his or her project. Elements of the MCT are described. The validity of its assumptions are considered. One of the features of MCT is its ability to temper, up front, the manager's approach to a new and potentially risky project. However, the application of MCT is not limited to the formulation stage of projects; it can be used at any stage to assess the project's propensity to succeed or fail, given the perceived effects of the remaining constraints. Results obtained from applying MCT to a real project, using two different sets of strategies, are included.

The cost management system project

Abstract: One of the obstacles to the successful application of computer technology to manufacturing is the failure of existing cost management practices to provide the financial information necessary for a company to manage the transition to automated manufacture. CAM-I's Cost Management System project aims to establish a standard body of cost management knowledge which will support the implementation of computer integrated manufacturing.

Guidelines for data collection monitoring and evaluation plans for A.I.D.-assisted projects.

Abstract: The purpose of these guidelines is to help managers in gathering the kind of data necessary for monitoring and evaluating projects and making informed decisions Chapter 1 discusses what has been learned from past experience with data collection for development projects Firstly plans for generating useful data should be included in the project design Secondly complex surveys may not be as useful as simpler surveys with more qualitative findings because they take so long to gather the data that the data are not ready in time to be of use Thirdly existing administrative data from the host country should be used Fourthly rapid low-cost studies are useful for decision making because they provide regular information and quick feedback Fifthly data collection systems must be to some extent specifically tailored to the project in hand Chapter 2 discusses guidelines for data collection during project implementation It recommends rapid low-cost studies to facilitate quick analysis Technics used in rapid low-cost data collection include interviews observation informal surveys and rapid non-random sample surveys Such studies can be made more rigorous by the use of purposive sampling gathering empirical data use of comparison groups and data tabulation Chapter 3 discusses the steps that should be taken during project design to ensure that the project design includes an information system that will be useful to managers The project design should include a slot for a person whose specific job is to design the information system and to prepare the data collection monitoring and evaluation plan for the Project Paper The specific tasks of the information specialist are: 1) Identify the users; 2) Clarify project goals purposes inputs and outputs; 3) Identify the managers questions; 4) Identify key indicators and administrative data to answer managers questions; 5) Select other appropriate methods to answer managers questions; 6) Clarify counterpart support and involvement; 7) Develop feedback procedures; 8) Develop the budget; 9) Perform other related tasks such as developing a procedures manual or developing a schedule for reporting results of analyses to users The Report concludes with 3 appendices Appendix A is a checklist of issues that must be covered in the data collection plan Appendix B discusses the specific technics that should be used for conducting rapid low-cost studies Appendix C gives 6 specific examples of data collection monitoring and evaluation plans for project papers The 1st is for the Agricultural Research and Development Project in Burma The 2nd is for the Maharashtra Social Forestry Project in India The 3rd is for the Madhya Pradesh Minor Irrigation Project in India The 4th is for the Population Welfare Planning Project in Pakistan The 5th is for the Primary Health Care II Project in Burma The 6th is for the Private Sector Management and Development Project in Indonesia

A project managed by a multi disciplinary practice: a systems based case study.

Abstract: The technique of linear responsibility analysis is used for a retrospective case study of a private industrial development consisting of an engineering factory and offices. A multi-disciplinary professional practice was used to manage and design the project. The organizational structure adopted on the project is analysed using concepts from systems theory which are included in Walker's theoretical model of the structure of building project organizations (Walker, 1981). This model proposes that the process of building provision can be viewed as systems and sub-systems which are differentiated from each other at decision points. Further to this, the sub-systems can be viewed as the interaction of managing system and operating system. Using Walker's model, a systematic analysis of the relationships between the contributors gives a quantitative assessment of the efficacy of the organizational structure used. There was a high level of satisfaction with the completed project and this is reflected by the way in ...

Designing management for uncertainty and innovation in education projects

Abstract: Uncertainty and instability in the implementation environment, and higher levels of innovation in objectives and strategies, have combined to increase the difficulty of development project management in the education sector. For the World Bank, project management is further complicated by the large number of economic, political and cultural contexts of project design and implementation. This paper addresses the problems of education project management under varying levels of uncertainty and innovation. These problems are addressed from the point of view of project design, the phase of project development and implementation where opportunities to strengthen management arrangements are greatest. Findings from studies and evaluations of Bank education projects are combined with a review of management and organizational theory, leading to the identification of contingency approaches to project management design as appropriate for the Bank and Borrowers.

Project management expert system (abstract only)

Abstract: Effective management and technical support are required for the success of large-scale projects. PERT packaged programs [1], [2], [3] provide scheduling capability. However, many tasks must still be performed by a human being, including activity plan generation, construction of activity networks, modification of a schedule produced by PERT program, and project monitoring. To support these tasks, we believe that the application of artificial intelligence techniques to this area has great potential. Accordingly, we are developing an experimental project management expert system named PROMX.The main tasks that PROMX supports are activity plan generation, activity scheduling, and project monitoring. The ordinary flow of these tasks is shown in Fig. 1.Activity plan generation is supported using a knowledge base consisting of the activities and the constituent relationships between them in a given project domain. A user first selects the template of the activity necessary to attain the project goal and assigns values to the attributes. The decomposition of an activity into its constituent parts is recursively performed by PROMX in cooperation with the user. The activity plan generation is followed by the activity scheduling. During the first phase of the activity scheduling, an activity network is constructed using the knowledge of precedence constraints between the activities. Then, time and resources are assigned to each activity in the activity network. This activity scheduling is controlled by the heuristic search method to avoid combinatorial explosions. During project operation, the project is monitored to control its progress. The user supplies progress data to PROMX periodically. PROMX diagnoses whether the progress of the project is problematic (e.g., behind schedule). If some problems are found, PROMX makes a suggestion to deal with them (e.g., rescheduling). These project monitoring capabilities are realized using diagnostic and dealing heuristics.PROMX is implemented in ESP [4], which is a Prolog-based object-oriented programming language. Various kinds of knowledge in the project domain are represented using the object-oriented feature and the logic programming feature of ESP. To model activities in the given project domain, the knowledge of activities is represented as objects. The knowledge of the constituent relationships between the activities and the precedence constraints between the activities is represented in the form of a Prolog Horn clause. The knowledge of diagnostic heuristics and dealing heuristics is also represented as a Horn clause.This work is part of the activities undertaken in the Fifth Generation Computer Systems (FGCS) Project of Japan.

MIS Project Risk and Applications Development Approach

Abstract: Inherent in MIS applications undergoing development are elements of risk and a potential for failure. A strategy for choosing a development approach based on project risk is presented. Project risk is examined in the light of project size, a development group's experience with a technology and project structure. Three development approaches are considered: SDLC, prototyping and end‐user development. The simple and joint outcomes of project risk vis‐a‐vis development approach are described along with the proposed strategy.