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Unformatted text preview: much has been written about selecting a management style that is appropriate for a specific
follower, I refer the interested reader to those sources and concentrate in this book on the tools of project
management, injecting comments, as appropriate, about how people should be dealt with in certain specific
situations. One valuable reference is Paul Hersey and Kenneth Blanchard, The Management of Organizational
Behavior: Utilizing Human Resources. 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 Previous Table of Contents Next Title STEPS IN MANAGING A PROJECT
The actual steps in managing a project are straightforward. Accomplishing them may not be. The model in
Figure 1-2 illustrates the steps. ----------- Subsequent chapters of this book elaborate on how each step is accomplished. For now, here is a brief
description of the actions involved.
1. Define the problem. Identify the problem to be solved by the project. It helps to visualize the desired
end result. What will be different? What will you see, hear, taste, touch, or smell? (Use sensory
evidence if things can’t be quantified.) What client need is being satisfied by the project? Figure 1-2 The steps in managing a project.
2. Develop solution options. How many different ways might you go about solving the problem?
Brainstorm solution alternatives (you can do this alone or as a group). Of the available alternatives,
which do you think will best solve the problem? Is it more or less costly thanwww.erpvn.net choices?
other suitable Will it result in a complete or only a partial fix?
3. Plan the project. Planning is answering questions—what must be done, by whom, for how much,
how, when, and so on. Naturally, answering these questions often requires a crystal ball. We discuss
these steps in more detail in Chapters 2 through 4.
4. Execute the plan. Once the plan is drafted, it must be implemented. Interestingly, people sometimes
go to great effort to put together a plan, then fail to follow it. If a plan is not followed, there is not much
point in planning, is there?
5. Monitor and control progress. Plans are developed so that you can achieve your end result
successfully. Unless progress is monitored, you cannot be sure you will succeed. It would be like using
a roadmap to reach a destination but ignoring the highway signs.
Of course, if a deviation from the plan is discovered, you must ask what must be done to get back on
track, or—if that seems impossible—how the plan should be modified to reflect new realities.
6. Close the...
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- Fall '13