The finishing phase is equally dramatic some might

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The finishing phase is equally dramatic - some might say traumatic. At the peak, there must be acareful balancing act between maintaining full steam ahead to accomplish all the work required, andbeing ready to cut the throttle as soon as sufficient work is no longer accessible to maintain theproductivity of those on the project. A major lag in this decision frequently accounts for serious costoverruns. Again, if the original planning has been in anyway inadequate, changes at this point canhave serious impacts on cost, schedule and the satisfaction of the participants.Failure to follow these simple steps, is a failure in managing the project time environment.
The Internal Project CultureThe culture which develops within a project is often a reflection of the leadership style andOrganisational structure which is adopted for the project. This can vary considerably according to thesize and nature of the project, but in any case has been dealt with extensively in the projectmanagement literature, and will not be repeated hereHowever, to the extent that the melting pot of participation and coordination represents theproject's internal cultural environment, it is worth considering because it needs to be managed,. Atypical situation is shown in Figure 2, in which the project group to be managed will eventuallyconsist of consultants, contractors and specialists, as well as the owner's staff of advisors and theproject control team itself.From this it can be seen that each group or person involved in the project has two allegiances or"bosses". That is to say, project responsibilities ultimately to the project manager, and "professional"responsibilities to his or her "home" department or firm. This dual reporting relationship is oftenreferred to as a "matrix" structure and accounts for much of the complexity and difficulties ofmanaging a project, particularly a large one.Similarly, the project manager will also have a dual responsibility. On the one hand under the"project mandate", he or she will be responsible for the project to the project's "Executive" or"Sponsor", i.e. the person that has the authority to approve further project funding.
On the other hand, the project manager will be responsible for personal and professionalperformance to his or her own home department or company.Of course, the project mandate should be to direct all operational activities including planning,design, procurement, construction and commissioning. Typically, this will include such direct projectsupport activities as estimating, forecasting, scheduling, procurement, project accounting, andprogress reports.In addition, on a larger project, the project manager may require other more specialized services ofan indirect nature. These may include financial accounting, legal, payroll, personnel, propertyacquisition, systems development, government and public relations, and so on. However, becausethey do not normally affect project control decisions directly, these activities are often carried out by

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Term
Spring
Professor
PRCV
Tags
Project Management, project manager, Manage project integration

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