When we say that an activity will take a certain number of days or weeks, what we really mean is this activity normally takes this many days or weeks. We could make it take less time, but to do so would cost more money.
Before diving into any one method, let's answer the obvious question—Why do you need a project management system at all? Neil Armstrong and Buzz Aldrin's names will forever symbolize one of humanity's greatest achievements: Yet, with overNASA employees and 20, companies and universities working together on the Apollo missions, the people who managed the project may have been the most crucial to actually landing on the moon.
InPresident Kennedy committed to putting a man on the moon—and bring him back safely—within a decade, when NASA had only ever sent an astronaut to space for 15 minutes. Such a staggeringly complex project necessitated an incredible amount of resources, teamwork, innovation, and planning.
Do each part at random, and it'd never get finished. As recounted in NASA's " Managing the Moon Program ," the problem wasn't so much what to do, as much as it was how to do so much in so little time. Max Faget, head of engineering at Johnson Space Center.
But quite simply, we considered a program of a number of phases. That task fell to Dr. Muller, who managed every part of the Apollo project from the White House to the smallest supplier.
To ensure all phases worked perfectly, he broke each down into five areas: This five box system—called GEM boxes after Muller's initials—was designed "to focus, early on in the program, on the fact that you were going to test things, and you ought to design so you can test them," said Muller.
Program Control described what was needed, managed the budget and requirements, and specified how each piece worked together. John Logsdon of the feelings when Muller's project management plan was introduced.
But it proved itself out. Muller said, "the amount of time it took to convince people that that was, in fact, a good thing to do, and, in my view at least, was necessary in order to provide the kinds of communications that were required in that complex a program in order to be sure that all those interfaces worked.
NASA put the first humans on the moon and brought them back to earth safely in less than a decade of Kennedy's announcement.
That was only possible by breaking down the enormous project into manageable, repeatable steps, ones that guaranteed success even when working with so many individuals and companies. It was a project management system—and teamwork—that won the space race.
Muller; Egypt's pyramids and the Great Wall of China showcase the results of project management from bygone millennia.
3/11/04 Total Project Control: A Manager’s Guide to Integrated Project Planning, Measuring, and Tracking By Stephen A. Devaux, published by John Wiley & Sons, NY, (A book review by R. Max Wideman) Introduction Stephen Devaux published this book in Project Management Guide What is in this guide? All development workers, and community organisations may at times work with development projects. Because most projects are initiated with some level of uncertainty; i.e. risk, project managers typically set aside a portion of the total project value as a management reserve (MR). MR added to the BAC equals the total project budgeted value, defined as the contract budget base (CBB).
There's little documentation of early project management methods, and today's project management methods are descended from ideas from the past century.
The most obvious way to break a project down is by its phases or tasks. Take cooking a recipe, for instance: A simple project management method would be to list each step and check it off as it's completed—a simple to-do listperhaps, would suffice.
Maybe you'd want to cook multiple dishes—perhaps you'll make a salad with just three steps since it doesn't need to be cooked and a dessert with just one step since it's pre-made.
You'll need to serve each dish on time, and still make sure everything gets done. Suddenly, you'll need a more powerful project management system, one that lines up the time needed for each task with the time each task is supposed to be completed. That's where one of the first modern project management tools—the Gantt chart—comes into play.
A list of tasks along with a Gantt Chart calendar, made with Smartsheet Invented independently by Korol Adamiecki and Henry Gantt in the early 20th century, the Gantt chart lists a project schedule based on start and finish dates.
You list how long a task takes, and if any other tasks have to be completed before that task can start—for instance, you can't serve your meal before you've cooked it. You can then calculate the "critical path" of the activities that must be completed by certain dates, and estimate how long the total project will take.
Traditional project management looks a lot like this dinner project, only with far more tasks and more stringent deadlines and carefully planned resources.
A project with tight deadlines might use a Gantt chart to decide when to start tasks; a project where resources are more constrained say, a dinner project where two different dishes need the oven at different temperatures might use an event chain diagram—much the same as a Gantt chart, but focused on the usage of resources other than time.
Some projects need more or less structure than traditional project management gives you.Because most projects are initiated with some level of uncertainty; i.e. risk, project managers typically set aside a portion of the total project value as a management reserve (MR).
MR added to the BAC equals the total project budgeted value, defined as the contract budget base (CBB). Total Quality Management is defined as a continuous effort by management to upgrade and improve the processes and systems to ensure superior quality products.
Every organization has to take care of its customers.
Their feedbacks are essential. Total Quality management creates processes and systems. Control # Revised CONSTRUCTION QUALITY MANAGEMENT FOR CONTRACTORS This guide was designed to be used as a workbook during the training program.
project activities used by USACE. Optional Module 9, covers NAVFAC’s WEB Construction Management (CM) system. program for project managers.» Organizations spend $, a year on PM training on average.» Organizations see positive benefits in all areas measured, but the greatest benetits are in customer satisfaction and schedule performance.
Source: The Value of Project. O&M Best Practices Guide, Release Chapter 3 O&M Management To successfully interest management in O&M activities, O&M managers need to be luent in initiating a new O&M project will vary with agency and management situation; however, some steps.
project plan as completed to find out later during the project that the item has not been Your internal project manager will take completed to specification or to the desired responsibility for managing the following grupobittia.comt management?