Showing papers on "Project stakeholder published in 1981"

The Implementation of project management : the professional's handbook

Abstract: The need for project management planning for project management organizing for project management implementing the new project implementing government projects project planning project control tools of project management integrating cost and schedule automating the planning and control process the role of the project manager project risk management the project manager as a catalyst for innovation the training and development of the project manager completing the project and evaluating results project management in nontraditional areas the implementation of project management at AT implementation of project management within Atlanta Utilities a holistic approach to project planning and implementation C/CSCS and the failure of the A-12 programme project charter project master schedule work breakdown structure project organizational relationships project documents list project organization chart project network.

Integration and co-ordination of building services and its relationship with project management

Abstract: Co-ordination as one aspect of project management, should be carried out throughout the design/build process, and if done properly will lead to the full integration of building services with the building fabric. Particularly important is co-ordination in the early stages of a project, taking account of the functional aspects of the building. The ability to use particular techniques to co-ordinate the functional, spatial and information aspects of a project are shown to be limited by the influence of factors inherent in the industry. Because of these factors we are incurring greater costs than need be, and at the same time charging the client more for his building. Until the adverse effects of the influencing factors have been eliminated, attempts to improve co-ordination techniques will be thwarted. Fortunately steps are being taken at present to change some of these factors, e.g. New ACE Forms of Agreement and JCT Forms of Contract and the proposed revision to RIBA's Standard Conditions of Engagement. It...

The training of project managers

Abstract: PROJECT: from the primary school pupil to the company chairman, we all have a feeling for what the word means. Indeed, many of us quite consciously organise aspects of our everyday lives on a project basis, whether it be organising for the annual holidays, or getting ready for Christmas. Professional organisations, whether industrial concerns, commercial undertakings, the Public Services or the Armed Services, frequently and increasingly organise the tasks they have to perform, which are distinguishable from their on‐going day‐to‐day activity, into projects. Precisely what a project is will vary considerably from organisation to organisation. To a chemical plant contracting company for example, it could be the specification, design, procurement, erection and commissioning of a £100 M or more fertiliser complex, or any one of a multitude of sub‐projects within this overall master project. It is not only engineers who organise their work in this way: market research will generally be conducted on a project basis; even scientific research is usually organised this way. In the latter case, this may be rather artificial since the projects may really be quantised (by money, effort or time) parts of continuing day‐to‐day activity, but the necessity for effective managerial control dictates the need for a project system.