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Fundamentals Of Project Management

As the time to do the project decreases below a

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Unformatted text preview: ect decreases below a certain optimum time. That is, there exists a project duration that results in the best performance of all resources. If the duration is shortened, it is often necessary to pay premium labor rates as a consequence. Further, worker errors often increase, resulting in costs for corrections, and productivity often declines. Studies have shown that if a knowledge worker spends twelve hours of overtime on a job, the actual increase in output is equivalent to that normally obtained in two hours of regular work. In addition, if project work extends beyond an optimum time, costs increase because people are not working efficiently. This relationship is shown in Figure 1-1. Some senior managers believe that if enough people are thrown at a project, it can be completed in whatever time is desired. This is simply not true, but the idea is the cause of many project fiascos. www.erpvn.net Figure 1-1 Cost time curve. THE HUMAN SIDE OF PROJECT MANAGEMENT Many factors affect the success of a project. How well was it planned? Was the problem well defined? Was the deadline realistic? Experts agree that there are about ten principal causes of project failure. But what about factors leading to success? One of the key ingredients is having the right people on the job and managing them appropriately. Note the two elements: having the right people and managing them appropriately. Both conditions are frequently violated. Previous Table of Contents Next Products | Contact Us | About Us | Privacy | Ad Info | Home Use of this site is subject to certain Terms & Conditions, Copyright © 1996-2000 EarthWeb Inc. All rights reserved. Reproduction whole or in part in any form or medium without express written permission of EarthWeb is prohibited. Read EarthWeb's privacy statement. www.erpvn.net Fundamentals of Project Management by James P. Lewis AMACOM Books ISBN: 0814478352 Pub Date: 01/01/95 Search Tips Search this book: Advanced Search Previous Table of Contents Next Title The Right People ----------- In many organizations, people are assigned to projects because they are available, not because they are necessarily the right choice for the project. Any personnel manager can tell you that staffing should always be done by first analyzing the requirements of the job, then recruiting the individual who best meets those requirements. However, projects usually operate in a shared-resource environment. That is, the same employees are used on all projects; when it comes time to start a job, whoever is available is assigned. In fact, pulling a person off one project and assigning her to a new one because she is right for the new job will disrupt the first project—which certainly is not desirable. Nevertheless, assigning the wrong person to a project just because she is available makes even less sense. For one thing, it creates the illusion that the project is properly staffed simply because a “body” is in the position. Resource allocation is probably the single mos...
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