A Guide to Project Management

All levels of the project project leadership

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Unformatted text preview: well. In addition to the traditional concerns of scope, cost, time, and quality, the project management team must also consider the effect of time-zone differences, national and regional holidays, travel requirements for face-to-face meetings, the logistics of teleconferencing, and often volatile political differences. 2.5.3 Cultural Influences Culture is the "totality of socially transmitted behavior patterns, arts, beliefs, institutions, and all other products of human work and thought" (8). Every project must operate within a context of one or more cultural norms. This area of influence includes political, economic, demographic, educational, ethical, ethnic, religious, and other areas of practice, belief, and attitudes that affect the way that people and organizations interact. A Guide to the A Guide to the 2.5.4 Social-Economic-Environmental Sustainability Virtually all projects are planned and implemented in a social, economic, and environmental context, and have intended and unintended positive and/or negative impacts. Organizations are increasingly accountable for impacts resulting from a project (e.g., accidental destruction of archeological sites in a road construction project), as well as for the effects of a project on people, the economy, and the environment long after it has been completed (e.g., a roadway can facilitate the access to and destruction of a once pristine environment). Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL MP AM SA S A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 27 ACROYMNS LIST Chapter 3 Project Management Processes A Guide to the A Guide to the Project management is an integrative endeavor--an action, or failure to take action, in one area will usually affect other areas. The interactions may be straightforward and well understood, or they may be subtle and uncertain. For example, a scope change will almost always affect project cost, but it may or may not affect team morale or product quality. These interactions often require tradeoffs among project objectives--performance in one area may be enhanced only by sacrificing performance in another. The specific performance tradeoffs may vary from project to project and organization to organization. Successful project management requires actively managing these interactions. Many project management practitioners refer to the project triple constraint as a framework for evaluating competing demands. The project triple constraint is often depicted as a triangle where either the sides or corners represent one of the parameters being managed by the project team. To help in understanding the integrative nature of project management, and to emphasize the importance of integration, this document describes project management in terms of its component processes and the...
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