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Showing papers on "Project stakeholder published in 1987"


Book
01 Jan 1987

21 citations


Journal ArticleDOI
TL;DR: The project manager's responsibilities are to plan, control the organisation of manpower and 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 as discussed by the authors.
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.

11 citations


Journal ArticleDOI
TL;DR: The conceptual set-up of project organizations before tendering and contracting and their development and review during contract fulfilment is much more than a primitive art, today as discussed by the authors, and the project organization can be designed and tailored to the actual objectives, phase, services, works, contract partners, and environmental conditions.

8 citations


30 Apr 1987
TL;DR: In this article, the authors address the problems of education project management under varying levels of uncertainty and innovation, and identify contingency approaches to project management design as appropriate for the World Bank and Borrowers.
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.

3 citations