Unformatted text preview: vel and to train users only enough to know the
capability of the software. Under this scenario, project managers give raw data to the support group,
who enter it into the computer and give back a proposed schedule, which is then massaged until it
works. Subsequently the support group does all updates, what-if analyses, and so on for the project
• It is also possible to appoint a project administrator to either do the project support or delegate it and
to sit in on project review meetings and hold the team’s hands to walk members through planning,
audits, and so forth. Naturally, you need to be running quite a few projects (at least ten to twenty) to
justify creating this position. Such a position can be helpful when you have project managers who have
little experience with managing or who perhaps have poor skills in dealing with people, or both.
• Benchmark other companies to find out what they do with project management. Note that the fact
that others don’t practice good methodology does not give you grounds for abandoning it yourself. I
know of one major corporation that does not track actual work put into a project; yet the company is
extremely successful. However, I believe that because the company doesn’t track work, it will lead to
• Have individuals take responsibility for championing various parts of the project management
process. One person, for example, the earned-value champion, might go around the company trying to
get everyone to use the method. Another might take responsibility for dealing with WBS notation, and
• Join the Project Management Institute, attend chapter meetings, and learn more about the practice
from other professionals.
• Try to read current management books, and glean everything you can fromwww.erpvn.net help you do
them that will your job better. Managing projects is a demanding job, and you need all the help you can get.
• Look at managing projects as a challenge or even as a game. If it doesn’t strike you that way, it
probably won’t be very exciting. Experiment with new approaches. Find out what works and keep it.
Throw out what does not.
• Finally—good luck! Previous Table of Contents Next Products | Contact Us | About Us | Privacy | Ad Info | Home
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EarthWeb is prohibited. Read EarthWeb's privacy statement. www.erpvn.net Fundamentals of Project Management
by James P. Lewis
ISBN: 0814478352 Pub Date: 01/01/95
Search Tips Search this book: Advanced Search Table of Contents Title References
Akao, Yoji, editor. Quality Function Deployment: Integrating Customer Requirements into Product Design.
Cambridge, Mass.: Productivity Press, 1990. ----------- Argyris, Chris. Overcoming Organizational Defenses: Facilitating Organizational Learnin...
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