Unformatted text preview: g. In this book we differentiate between general management and project management. While project management shares many of the concerns and methods of general management, project management is different from general management in essential ways. Project management is not to be confused with "management" in the sense of supervising workers, although many project managers perform that function. Whether project managers are supervisors or not often depends on an organization's structure. In companies that are organized around the "matrix management" model, project managers may not have supervisory responsibilities. In such organizations, supervision is usually delegated to discipline managers, such as engineering managers, programming managers, and quality control managers. In companies that are organized around the "project" model, Page 3 project managers supervise the personnel that work on their project. In either case, the issue of who does the supervision does not concern us here. Instead, we focus on the methods project managers use to plan, estimate, monitor, and ultimately control projects for which they have performance responsibility, whether or not they directly supervise the project personnel. We now turn to presenting some examples of project management tools to convey a little of the flavor of modern project management methods and to provide some motivation for the need for these methods. These examples are the only "introduction" the reader will get, and it is not too important that the reader understand these examples in any depth at this point. Several existing project management books give extensive introductions as to what project management is, how it fits into the organization of an enterprise, and the challenges that face the project manager. Again, our reason for omitting such an approach is to keep the book small and easy to use, that is, to get the reader into project management as quickly as possible. The book is designed to unfold the topics of project management in the order in which the new project manager will need them. The explanation of the concepts occurs simultaneously with the introduction of the concepts throughout the book, rather than in a lengthy introduction. We will not attempt to define the terms that appear in this introduction, saving that for the chapters that lie ahead. The inexperienced reader (inexperienced in terms of project management) should not be concerned if he or she does not understand the meaning of any new terms that might be encountered. The intent is to convey some of the spirit of modern project management. At this point, new terminology should just be accepted naively. Even with a naive interpretation, it is likely that the uninitiated will still capture the spirit of the subject. Figure 1-1 shows a typical project management chart, called the Earned Value Report . To the untrained eye this chart Figure 1-1. Earned Value Report. may appear interesting, but to the experienced project manager it speaks volumes about the current situation that exists o...
View Full Document
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