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Unformatted text preview: The purpose of this book is to give you this experience. Two common misconceptions about project management are: (1) that project management is primarily the project scheduling activity, and (2) that it is just general management of an organization, where that organization happens to be organized as a project, rather than as a division or department or some other component of an organization. To be sure, project managers on large projects know how projects are scheduled, and they know how to read the various forms in which project schedulers cast their schedules. Moreover, they probably understand the purpose and meaning of the schedules better than the project schedulers do themselves. Project scheduling is only a detail of project management, and project managers on large projects hire others to handle these Page xvi details for them, such as cost accountants, project administrators, project schedulers, and control package managers. The misconception that project management is just general management where the organization to be managed happens to be organized as a project is more subtle. There are many similarities between general management and project management. Both of these professions have their own methods, techniques, and computerized systems. Being a master of one of these disciplines does not guarantee that an individual will be a success at the other. For a manager who is not familiar with the methods and techniques of project management, the first five chapters of this book are especially relevant. It is the author's viewpoint that most project management training is unnecessarily disjointed, and so are most project management tools. One of the purposes of this book is to show that this need not be the case. Today, most project managers get their training either through company training programs or at short, intensive training conferences offered by training companies or professional societies, rather than through college courses. This book presents an integrated treatment of project management theory, methods, and tools that is simple and easy to remember. This book should be well suited for any of the previously mentioned training vehicles, especially corporate training programs or college -level classes. The author hopes this book and the accompanying toolset will contribute to a better understanding of how to manage projects and how to utilize automated project management tools. While this toolset is covered by copyright, the author and the publisher give you, the reader, the right of unrestricted usage for his or her own use. For instance, you are free to try to use the toolset to manage a real project. They do not, however, give the reader the right to sell this toolset or modified versions of this toolset. Finally, the author wishes to thank Lance Barlow and Douglas Tiner for our long association and for the many enlightening conversations we have had over the years. Several TE
Team-Fly® AM FL Y Page xvii of the ideas contained in this book...
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This note was uploaded on 01/11/2011 for the course ACC 9 taught by Professor Yeetan during the Spring '10 term at Sunway University College.
- Spring '10