Amacom - Modern Project Management (Ocr) - 2001 ! - (By Laxxuss)

This is shown in figure 8 1 it is also helpful to

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Unformatted text preview: in Chapter 3 or to place much importance in productivity analysis as explained in Chapter 5. So, while the project management emphasis in the government has tended to be on the analysis of performance, the commercial project managers have tended to emphasize the analysis of productivity and cost containment and accountabil - Page 214 ity. This is exactly the opposite of what you would expect when you listen to the rhetoric of commercial and government project managers. Government project offices constantly complain that commercial companies do not provide them with the productivity, accountability, and cost containment that they require. Yet they do not require this sort of emphasis on government projects. Commercial companies that do business with the government complain that government management and reporting requirements are too restrictive to allow them to perform at their highest levels. The reader is, we hope, beginning to appreciate that much of the difference between commercial and government project management is an issue of vocabulary and emphasis. The basic ideas are the same. The difference is in how these ideas are put into practice. 8.2— Government Project Management Models To learn both the vocabulary and the viewpoint of (official) government project management, it is helpful to understand their abstract model of a project. This is shown in Figure 8-1. It is also helpful to understand their format for charting the performance of a project. This is shown in Figure 8-3. While this format is similar to the Earned Value chart you can get from Modern Project by clicking on the Earned Value Chart button on the Main Menu, there are some important differences that we will explain. The summary presented with these two figures will introduce the reader to enough of the government project management vocabulary and viewpoint to be able to communicate freely with government project management personnel. However, readers should not think they have mastered government project management by simply reading this chapter. Government project management methods and policy are defined in various government regulations and directives. One of the most Page 215 Figure 8-1. Abstract model of a government project. relevant in our context is the government Earned Value Management (EVM) policy, which is documented in DoD 5000.2-R. Perhaps more accessible is the government's EVM homepage, located at http://www.acq.osd.mil/pm/ . The Defense Systems Management College (DMSC) has an e-mail address to which you can forward requests for information. It is evm@dmsc. dsm.mil. From Figure 8-1, one sees that the abstract model of a government project is a hierarchy that depicts the Budget for the Page 216 project and its allocations to different cost accounts. The root (top) of this hierarchy is labeled "Contract Price." At the lowest level of the hierarchy there are "Work Packages" and ''Planning Packages." This hierarchy is similar to the Cost Breakdown Structu...
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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.

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