Fundamentals Of Project Management

Work will have to be done over most projects cannot

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Unformatted text preview: project to write this book. You might write a statement of the problem being addressed as follows: There is no currently existing book on project management that is an easy read. Most available books are too technical and impractical. The obstacle to developing this book is the difficulty translating some concepts into practical language. Next, you can write a mission statement as follows: The mission of this project is to produce a book on project management that translates technical concepts into down-to-earth language for the practitioner or other individual who wants a quick overview of project management. Developing Project Objectives Once a mission statement has been developed, project objectives can be written. Objectives are much more specific than the mission statement itself. They define results that must be achieved in order for the overall mission to be accomplished. I may want to finish this chapter by 10 o’clock this morning. That is my desired outcome or result—my objective. The way I achieve that objective will be to perform a number of tasks. These might include typing text into my computer, reviewing some other literature on the topic about which I am writing, calling a colleague to ask a question for clarification, and printing out the chapter, proofing it, and entering some revisions into my computer. An objective specifies a desired end result to be achieved. A task is an activity performed to achieve that result. An objective usually is a noun, whereas a task is a verb. The following acronym may help you remember the essential qualities that characterize a statement of objectives. We say that an objective must be smart, each letter standing for a particular aspect: Specific Measurable Attainable Realistic Time-limited W. Edwards Deming has raised some serious questions about the advisability of trying to quantify goals and objectives. He argued in Out of the Crisis that there is no point in setting quotas for a manufacturing process. If the system is stable, he suggested, then there is no need to specify a goal; you will get whatever the system can produce. A goal beyond the capability of the system can’t be achieved. On the other hand, if the system is not stable (in the statistical sense of the word), there is still no need to specify a quota, because there is no way to know what the capability of the system is. In project work, we can ascertain the capability of a person by looking at his past performance, but unless we have a large number of samples for each person, we have no way of knowing exactly what he can do, since output varies every time a task is performed. Further, it does no good to base a quota on what someone else has done; the quota must be valid for the person who is going to do the task this time. 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....
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This document was uploaded on 09/27/2013.

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