Showing papers on "Project stakeholder published in 1990"

Project Management: Strategic Design and Implementation

Abstract: PREFACE ACKNOWLEDGMENTS INTRODUCTION Part 1: Introduction Chapter 1: The Evolution of Project Management Chapter 2: Why Project Management? Chapter 3: The Project Management Process Part 2: The Strategic Context of Projects Chapter 4: When to Use Project Management Chapter 5: The Strategic Context of Projects Chapter 6: The Board of Directors and Major Projects Chapter 7: Project Stakeholder Management Chapter 8: Strategic Issues in Project Management Part 3: Organizational Design for Project Management Chapter 9: Organizing for Project Management Chapter 10: Project Portfolio Management Chapter 11: Project Authority Chapter 12: Project Management Maturity Part 4: Project Operations Chapter 13: Project Planning Chapter 14: Project Management Information System Chapter 15: Project Monitoring. Evaluation, and Control Chapter 16: The Project Earned Value Management System Chapter 17: Project Termination Part 5: Interpersonal Dynamics in the Management of Projects Chapter 18: Project Leadership Chapter 19: Project Communications Chapter 20: Successful Project Teams Part 6: The Cultural Elements Chapter 21: Continuous Improvement Through Projects Chapter 22: Cultural Considerations in Project Management Part 7: New Prospects Chapter 23: Alternative Project Teams INDEX

Engineering Project Management

Abstract: Advises engineers and managers on methods of planning, organization, staffing, and control of a variety of projects within a corporate context, combining management theory with pragmatic experience. Discusses corporate culture and how it influences project development, communications, factors affect

The Little Black Book of Project Management

Abstract: This book is designed to help project managers take charge of any project and its individual responsibilities, like defining the scope of a project, scheduling and budgeting, identifying and assigning tasks. Fully revised with new information about project management in the electronic age, the book also includes specifics about conforming with newly updated Project Management Body of Knowledge standards. Following those standards as outlined in this book allows project leaders to achieve: On-time delivery of results Superior organizational ability A reputation for dependability Consistent profit generation The book features basic information on how to create the foundation and structure of projects, as well as a guide for accomplishing every phase along the way to completion.

Strategic issues in development management: Learning from successful experience. Part II

Abstract: This paper draws general conclusions from a set of case-studies presented at two Round Tables organized by the Commonwealth Secretariat. The paper is in two Parts. Part I, published here, deals with the choice of criteria for determining the success of local development initiatives. The approach adopted at the two Round Tables was judgemental. However, an attempt is made to measure ‘success’ more systematically by defining development and classifying the indicators that might be used to measure the achievement of such development as quantifiable, partly quantifiable and qualitative. A set of hypotheses concerning the factors contributing to the success of local development projects was put forward at the Warwick meeting and amended in Livingstone. Part I of the paper classifies the factors contributing to success into four groups: the project environment, the basic character of the project, the mode of project initiation, and project organization and management. Three environmental factors are emphasized: the political environment, local leadership and the history of self-reliance. Three basic characteristics of a project are of particular importance: the level of beneficiary involvement, the use made of local resources, and the prevailing ‘organizational culture’. Two aspects of project initiation are particularly important: the source of a project and its scale. Five major organizational factors are stressed: the clarity of project goals; flexibility and responsiveness to needs; autonomy and accountability; a ‘learning process’ approach to project planning and management; and human resource development. Part II will discuss the broader implications of these factors in the local, national and international contexts.

Project Management in Engineering Services and Development

Abstract: Part 1 The role of project management: project management in context project organization the project cycle project management functions procurement, negotiations and contracting. Case study I - new naval ship and shipyard project. Part 2 Performance of project management: project identification and selection pre-project management technical choice - establishment of alternatives project appraisal and formulation phase project planning I project planning II project planning III cost estimating financing and investment analysis financial appraisal of projects. Part 3 Management of development projects: issues in development project management economic appraisal of projects economic project planning environmental impact analysis grand port development project. Part 4 The project environment: project financing and communications project implementation technology transfer project risk management issues in project management project management in perspective.

Decision‐Making Roles in Project Planning

Abstract: This paper presents the little‐known process of project planning from the owner's point of view in the form of a descriptive study of decision‐making processes. Data were assembled from interviews held in 11 leading U.S. companies. Two stages of project planning are investigated: the conceptual and the design stage. These stages are each divided into three functional plans: project definition, organization and systems, and schedule. The analysis of the data was made by type of industry: petrochemical, office and high technology, chemical and manufacturing, power generation. The study comes to the principal conclusion that the role played by the primary parties in decision making depends, to a decisive degree, on the stage settings of the project, the area of planning, and the type of industry. A better insight of the early stages of project planning and organization is gained from the conclusions. This study may be a starting point for the pursuit of further research dedicated to the improvement of the pr...

A corporate project management council

Abstract: It is noted that improvement of project management processes is difficult when a corporation is organized primarily by product lines and functional areas. At Hewlett-Packard a council was formed to provide leadership for the continuous improvement of project management throughout the corporation. Leadership is provided by developing a vision for HP project management, by periodically prioritizing issues, by defining and guiding projects on key issues, and by recommending best practices. On the basis of positive response to the actions supported by HP's project management council and growing participation by product group, it is concluded that a corporate-wide council can achieve progress on major corporate issues. >

Circular Organizational Structure for Project Teams

Abstract: A project team, working on a short contract research assignment and with a large number of professionals, is led by a project manager, who is on a peer level with many coworkers but hierarchically below others. This combination of conditions results in the evolution of a circular organizational structure, which reflects a high degree of informal interaction and gives a central role to the project manager, as opposed to an apical position to the project director. This structure can be considered to be a hybrid of two small‐group organizational structures, incorporating both the ideas of leadership and interaction. The project manager's key managerial role is that of facilitator, especially regarding the flow of information and the optimization of team members' time inputs. In addition, since he is responsible for two of the final tasks in the project, he occupies a natural position of coordination and control.

Project Management: A Necessary Skill?

Abstract: Project management is of growing importance as bureaucratic organisations pass through transition to be more flexible “network organisations”. Work is increasingly undertaken by groups and teams, and the focus of assessment shifts from input to output. In certain sectors, companies are coming to resemble portfolios of projects. This article considers a survey of the role and status of project management undertaken by Adaptation Ltd, for the Association of Project Managers. It concludes that project management requires distinct skills and competencies and that these will need to be developed by an increasing number of managers.

Introducing social evaluation for improved project performance: a suggested checklist approach

Abstract: The social dimension of project evaluation is becoming increasingly important. Five areas which require special attention are identified: organisational capacity; level of enlightenment of target group; social and power relations within the group; demographic and human development in the catchment area; and health status. For each, a check-list of questions to be raised by the project manager is proposed.

The sustainability of u.s.-supported health, population, and nutrition programs in zaire: 1972-1988

Abstract: This report is meant to be the 1st in a series of comparative historical evaluations of the sustainability of US-supported health projects. To find out what factors of project design and implementation account for the sustainability of project outputs and benefits after US funding has terminated a group of consultants and USAID staff developed a new methodology and applied it to an historical field review of all US Government supported health projects in Honduras since the 1940s. Sustainability is defined as the continuation of project outputs and benefits (outcomes) after USAID funding is terminated. Projects were more likely to be sustained if there was: 1) a national commitment; 2) cooperative negotiations between USAID and the Ministry of Health with regard to project objectives design and implementation; 3) integrated rather than vertically organized; 4) a perception that the project was effective during the life of the project; and 5) donor coordination after USAID funding stopped. On the other hand there was no clear relationship between sustainability and the size of USAID funding relative to Honduran contributions to the project; national assumption of recurrent salary costs; cost recovery; the proportion of the national health budget devoted to hospitals versus primary health care; the amount type and duration of technical assistance; training components; or community participation. Before recommendations can be made comparative analysis is needed with projects in other countries. Factors which may have relevance include: country size; per capita income; economic structure; geopolitical salience; political system; sociocultural characteristics; particular disease patterns; and the type of project. Examples of projects are malaria eradication rural water systems family planning nutrition the Rural Penetration Program and the Health Sector I Project.

Critical success factors in project management.

Abstract: This report describes a study undertaken to determine the factors which are critical to the management of successful construction projects. The investigation, which was originally commissioned by the Institution of Engineers, Australia, firstly involved an extensive review of the literature on this topic. During this phase of the investigation, it was discovered that a study with very similar objectives had been undertaken in the U.S.' during the mid 1970' s. This study, and specifically the research instrument that was used at that time, was adopted as a model for subsequent field analysis. Some 200 questionnaires were circulated in the South East Queensland area to a wide range of both public and private bodies associated with the construction industry. Using the 56 responses received, a series of statistical tests were undertaken on the data gathered to obtain what were perceived to be the key determinants of success. Although the sample size of this study was considerably smaller than that obtained in the original investigation, it proved possible to replicate many of the findings that had been observed and to uncover a number of new issues which are considered relevant to the success of projects in Australia during the 1990's. The primary conclusions of this study were that: -The determinants of success are multiple in number. -Many success determinants are factors which lie within the control of those who are managing the project.

Tapping the human dimension of project management

Abstract: The relatively untapped human dimension of project management that has the potential to increase the probability of success is examined. It is argued that the constructive management of this dimension serves to nurture coalitions among project team members and enhance their commitments to the success of the project. The human dimension was explored in a specific project: the custom design and manufacture of a state-of-the-art telecommunications product for Nippon Telegraph and Telephone of Japan. Some conclusions are drawn on traditional project management and the human dimension. In particular, it is found that human dimension management facilitates the creation of better-focused teams. >