Showing papers on "Project stakeholder published in 1992"
Book•
27 Oct 1992
TL;DR: In this paper, an introduction to project management is presented, along with a modern approach to project control performance analysis based on earned value -change control project management information systems (PMIS).
Abstract: Part 1 Introduction to project management introduction to the project organization the basis forms of the project organization structure organizing the larger project. Part 2 An introduction to project planning and control the modern approach to project control performance analysis based on earned value - change control project management information systems (PMIS) conclusion to project control. Part 3 Human behaviour in the project setting conflict in the project setting.
104 citations
TL;DR: In this article, the authors present research sponsored by the Construction Industry Institute that confirms empirically the critical relationship between the project manager's managerial attributes, the use of key project management principles and practices, and project performance.
48 citations
TL;DR: In this paper, the authors introduce the concept of the project environment, and outline how the project manager can identify potential problems and devise action plans to ensure a project's success in a general environment.
46 citations
Book•
21 Jun 1992
TL;DR: In this article, the authors define the Project: The Project Overview, Specifying the Project, Sequencing the Project Activities, Writing the Project Proposal Implementing the Project and Closing the Project Project Management for the 21st Century.
Abstract: Planning the Project * Introduction First Things First: What Is a Project? What is Project Management? * Defining the Project: The Project Overview * Specifying the Project * Sequencing the Project Activities * Writing the Project Proposal Implementing the Project * Organizing the Project Team * Assigning Work Packages * Managing People and Project Relationships * Maintaining the Project Schedule * Closing the Project Project Management for the 21st Century * Contemporary Issues in Project Management * Project Management Software
45 citations
Book•
01 Sep 1992
TL;DR: In this paper, the authors explain the inter-relationships among the major parties of a project and provide ways for project managers to ensure cooperative harmonious relationships, and explain the relationship among the parties in a project.
Abstract: Explains the inter-relationships among the major parties of a project and provides ways for project managers to ensure cooperative harmonious relationships.
35 citations
TL;DR: In this article, the authors make a descriptive study of the decision-making process in the early stages of project planning as it actually takes place, using data collected from 27 managers affiliated with large owners in the USA.
Abstract: The objective was to make a descriptive study of the decision making process in the early stages of project planning as it actually takes place. Data were gathered from 27 managers affiliated with large owners in the USA. Interviewees were questioned about the degree of involvement of client, project manager, project manager's team, and design engineers, in the technical definition, organization and systems, and schedule of the project - once at the conceptual planning stage and again at the engineering design stage. Involvement was assessed also in terms of intensity, relative efforts invested by the parties in the phases of the decision making process, and by type of contract. Other variables studied included extent of disagreement among the parties, degree of interruption during the planning process and sources of uncertainty hindering the decision making process.
14 citations
TL;DR: In this paper, the authors question the validity of using formal, highly structured, mechanistic and process-driven project management techniques and management styles as a blanket cure-all for all types of projects irrespective of the nature and scope of the project being managed.
4 citations
Book•
01 Jun 1992
TL;DR: In this article, the authors discuss the need for project management project delivery organization, who is a project manager, what does a project managers do, caring for your project managers, planning the project: the firm's profit plan scope determination the project budget project scheduling.
Abstract: Part 1 Organizing for project management: the need for project management project delivery organization. Part 2 The project manager: who is a project manager? what does a project manager do? caring for your project managers. Part 3 Planning the project: the firm's profit plan scope determination the project budget project scheduling. Part 4 Managing the project: project status reporting team/client management contract management product cost control quality management using the computer project production techniques time management project closeout.
3 citations
Book•
01 Jan 1992
TL;DR: In this paper, a marketing and public relations is used to organize a marketing program and marketing budget for a CADD system, and a marketing budget is allocated to marketing tools and devices.
Abstract: Part 1 Firm management: general firm and legal organization legal issues in design practice insurance management personnel management the business plan information management. Part 2 Marketing and public relations: organizing a marketing programme the marketing budget marketing tools and devices proposals, presentations and interview effective public relations. Part 3 Financial management: profit planning project budgeting project status reporting cashflow projection and control. Part 4 Project management and production: project organization and management project programming the computerized design office, computer-aided design and drafting managing CADD systems non-computerized production systems and tools project and manpower scheduling construction cost control and scheduling. Part 5 Appendices.
TL;DR: Project management oversight (PMO) is a concept employed by federal agencies and some private owners to monitor the effective implementation of their projects as discussed by the authors, where PMO consultant (PMOC) must perform several roles, including independent observer, communicator and stimulus for action, buffer, and counselor.
Abstract: Project management oversight (PMO) is a concept employed by federal agencies and some private owners to monitor the effective implementation of their projects. The PMO consultant (PMOC) must perform several roles, including independent observer, communicator and stimulus for action, buffer, and counselor. The maximum value of applying this concept for any program of design and construction projects is obtained if there is open‐minded acceptance of independently developed opinion on management and staffing of the project. If this is achieved, the project will avoid delays and cost overruns that derive from problems in these “soft” areas of decision‐making capacity and timeliness, staff technical and administrative capacity, and cumbersome management processes.