Dimensions of Project Management

Detailed Contents.- Fundamentals of Project Management.- The Fundamentals of Project Management.- 1. Introduction.- 2. A Definition of Project Management.- 3. The Basic Propositions.- 4. But What Does a Project Manager Actually Do?.- 5. How to Finish on Time Within Budget.- 6. Project Managers Ned Space.- 7. Keep Changing the Plan.- 8. How to Make the Right Decisions.- 9. Allowing for Space.- 10. Leadership and Delegation.- Change and Usefulness of Project Management.- 1. Introduction.- 2. Change.- 3. Priorities.- 4. Systems.- 5. Usefulness.- 6. Associations.- 7. Conclusion.- Project Management Paradigm — A System Oriented Model of Project Management.- 1. Introduction: Why Structuring Project Management?.- 2. The System Approach to Project Management.- 3. Why Is the Acting System “Project Organization” Working?.- 4. How Is the Acting System “Project Organization” Working?.- 5. How Is the Project Process Measured?.- 6. Who/What is Doing the Project Process?.- 7. Project Management Phases.- 8. Construction of a Model of Project Management.- 9. Framework of Project Management Knowledge.- Project Management within the Systems Context.- 1. The Shortcomings of PMS.- 2. The Systems Approach.- 3. An actual case.- 4. Conclusion.- Managing the Project Environment.- 1. Introduction.- 2. What is the Project Environment?.- 3. Dimensions for the Project Environment.- 3.1 The Project Time Environment.- 3.2 The Internal Project Culture.- 3.3 The Corporate Culture.- 3.4 The Project’s External Surroundings.- 3.5 Some Practical Examples.- 4. Summary.- The Cultural Dimension of Project Management.- 1. Introduction.- 1.1 Systems to Persons.- 1.2 Recognition of Cultural Problems.- 1.3 National Characteristics.- 2. Attitude to Change.- 3. Organisational Differences.- 4. Small is Manageable.- 5. The Myth of the Developing Country.- 6. Future Development.- The Viking Approach to Project Management.- 1. Introduction.- 2. The Viking Approach.- 3. The Nordic Approach Today.- 4. Trends in the Nordic Approach.- Project Management and Corporate Strategy.- 1. Introduction.- 2. Interrelations between Corporate Strategy and Project Management.- 2.1 Strategy Development.- 2.2 Projects as Strategy Elements.- 2.3 Management by Projects.- 3. The Impact of Corporate Strategy on Projects.- 4. Conclusion.- Project Management Techniques and PM-Software.- Project Objectives Identification and Proper Formulation for Project Success.- 1. General.- 2. Explicit Objectives.- 3. Implicit Objectives.- 4. Instrumental Objectives.- 5. Internal and External Objectives.- 6. Project Objectives and Company’s Objectives.- 7. Objectives and Programs.- 8. Conclusion.- The Evolution of Management Tools and the Efficiency of Produkt Development & Engineering.- 1. Introduction.- 2. Some Efficiency Tools Developed and Tried Out.- 3. Probable Reasons for Rejection.- 4. ‘Tools’for Quality Improvement.- 5. Risk Assesment and Contingency Planning.- 6. The Development of Institutes, Societies and Associations.- 7. The Evolution of the Societies.- 8. Societies Moving to the First Phase of the Product Life-Cycle.- 9. Resistance to Change ‘Habits’ of R.D.&E..- 10. The Tree of Development Management and the Product Life-Cycle.- 11. The Estimation of ‘COST’ a Problem of the Future?.- Operations Research and Project Management: Past, Present and Future.- 1. Introduction: Operations Research and Project Management.- 2. Spread of Operations Research Theories in Project Management Practice.- 3. Reasons for the Small Number of OR-method Application to Project Management.- 3.1 Are OR Methods Suited Better for Bulk or Series Production than for Projects?.- 3.2 Inadequate Models.- 3.3 Little Acquaintance of the Developers with the Real Problem.- 3.4 Necessary Data are not Available.- 3.5 Institutional Conditions are not Taken into Consideration.- 3.6 The Models and Procedures Offered are too Complicated.- 4. Possibilities of a More Intensive Application of Operations Research Methods to Project Management.- 4.1 The Necessity of More Intensive User Research.- 4.2 Cooperation between Software Developers, OR Experts and Users.- 4.3 New Methodical Approaches are Required.- Development of Methods in Project Management — A Subject for Theorists Only?.- 1. Introduction.- 2. How Exactly is the Project Process Known in Advance?.- 3. Which Planned Schedule is Reliable?.- 4. Resources — Always Scarce in Projects?.- 4.1 Introduction: The (Dis)Interest in Resource Analysis — an Attempt to Find out the Reasons.- 4.2 Problems Encountered in Developing Methods for Resource Analysis.- 4.3 Resource Analysis as a Subaspect of Production Planning and Project Planning — a Comparison.- 4.4 EDP Support for Resource Analysis: The Way to Good Software.- 5. Costs and Finances — of Importance or not?.- 5.1 Introduction.- 5.2 Cost Forecasts.- 5.3 Cost Planning.- 5.4 Cost Optimization.- 5.5 Cost and Progress Control.- 5.6 Project Financing.- 6. Final Commentary and Outlook.- Experiences from a New Logic in Project Management.- 1. Synopsis.- 2. Mangement Changes with the World.- 2.1 Project Management is Ancient as Mankind.- 2.2 The Present Conventional “Generation” of Project Management.- 2.3 Today’s Conventional Project Management is not Perfect.- 2.4 Alternative Concepts of Project Management.- 3. Contributions from the Old Cultures.- 3.1 Old Experiences.- 3.2 Specific Potentials.- 4. Management and Project Management Styles.- 4.1 What is Project Management?.- 4.2 Mutual Respect.- 4.3 Differences and Alternatives in PM-Work.- 5. A New Logic in Planning Procedures.- 5.1 Dominance of Exactness.- 5.2 The Prestige of Detailing in Itself.- 5.3 Priority to the Easy Matters instead of the Important Ones.- 5.4 Interrelated Areas are Kept Separated.- 6. The Succesive Principle: An Example of the New Logic.- 6.1 The Background.- 6.2 The Need for a New Principle.- 6.3 The Effects of the Basic Principle.- 6.4 The Basic Procedure (simplified).- 7. Experiences and Applications.- 8. A Case Story: Integrated Planning and Start-Up Sessions.- 8.1 Basic Principle.- 8.2 Preparations.- 8.3 Facilities.- 8.4 Purposes of the Sessions.- 8.5 Content of the Sessions.- 8.6 Replanning.- 9. Conclusion.- The Application of Knowledge in Project-Management.- 1. The Development of Project-Management and its Application.- 2 Application Problems.- 3. Solutions.- Control Perspectives on Project Management.- 1. From Planning Experts to Project Managers.- 2. The Nature of Project Control.- 3. Physical Progress and Efficiency.- 4. Performance Standards and Consistency.- 5. The Ultimate Challenge — Project Controllability.- Developing Knowledge Based Systems in Construction Management.- 1. Preliminary Remarks.- 2. Problem Solving Process.- 3. Tools for Problem Solving.- 4. Expert Systems.- 5. Classification and Examples in Construction Management.- 5.1 Systems with Pure Logic.- 5.2 Systems with Pure Numeric.- 5.3 Hybrid Systems.- 6. Summary and Outlook.- Spontaneity or Planning Deficits in Systems Selection and Application of Project Software.- 1. Introduction.- 2. Application of Information Technology.- 3. Spontaneity and Planning.- 4. Symptoms of Spontaneity and Planning.- 5. Factors of User Behavior.- 6. Project-like Implementations Strategies.- Management by Projects — A Turn Away from or towards Hierarchy.- 1. “Management by Projects” — a Phantastic Idea!.- 2. “Management by Projects” and HIERARCHY.- 2.1 What is Speaking for a Hierarchical “Management by Projects”?.- 2.2 Problems and Limitations of the Hierarchical Principle.- 3. The MESA Concept.- 3.1 MESA Hierarchies.- 3.2 MESA Cycles.- 3.3 Corresponding Horizons.- 3.4 Residual Quantities.- 3.5 Control by Selection of Structure.- 4. MESA Implementation.- 5. MESA and “Management by Projects” in the GDR.- Project Management Organization and Human Factors.- Project Team Planning: The Need, Methods and Benefits.- 1. The Need for Project Team Planning.- 1.1 Traditional Project Planning Approaches.- 1.2 Weaknesses in the Traditional Approaches.- 2. The Project Team Planning Process.- 2.1 Project Start-Up Workshops.- 2.2 Elements of the Team Planning Process.- 3. An Example of Team Planning in Action.- 3.1 The Planning Deliverables Produced.- 3.2 Conduct of the Planning Sessions.- 3.3 Results Achieved.- 3.4 Hidden Agenda Items.- 4. Benefits and Limitations of Project Team Planning.- 4.1 Benefits of Project Team Planning.- 4.2 Limitations of Project Team Planning.- Training.- 1. Introduction.- 2. Why Training is Necessary.- 3. Training Programme.- 4. Training Programme Recommendations.- Management of Intersted Parties.- 1. Introduction.- 2. Interested Parties.- 3. Objectives and Values.- 4. SWOT-Analysis.- 5. Strategy for Managing Interested Parties.- 6. Management Plan.- 7. Conclusions.- Co-Development — A Future for Inter-Organizational Product and Project Development.- 1. Definition and Scope.- 2. Why Comaking.- 3. Managing Areas.- 3.1 Introduction.- 3.2 Phasing.- 3.3 Product Development Quality.- 4. Organisational and Cultural Consequences.- 5. Pros and Cons.- 6. Trends.- 7. Concluding Remarks.- The Key Role of the Client or Owner in the Management of Construction Projects.- 1. Introduction.- 2. Areas of Interaction.- 2.1 Economic Objectives.- 2.2 Procurement Methods.- 2.3 Management of Design and Quality.- 2.4 Use of New Technology.- 2.5 Control of Cost and Time.- 2.6 Constructability.- 2.7 Mutual Understanding and Involvement.- 3. The European Construction Institute.- 4. The Way Ahead.- Role of Senior Management in Developmental Projects.- 1. Introduction.- 2. The Steering Group.- 2.1 When Required.- 2.2 Make Up of the Steering Group.- 3. Planning Tasks of the Steering Group.- 3.1 Define the Owner’s Overall Goals (Purpose).- 3.2 Identify the Major Constraints and Business Risks.- 3.3 Develop the Funding Strategy.- 3.4 Develop the Project Organization.- 3.5 Administration and Control Procedures and Policies.- 4. Implementation Tasks of the Steering Group.- 4.1 Select the Project Manager.- 4.2 Provide Access to Power and Resources.- 4.3 Monitor the Progress of the Project.- 4.4 Monitor the External Environment and the Business Risk.- 4.5 Resolve Major Conflicts and Crises.- 5. Conclusions.- 5.1 Steering Group Establishes Direction and Control.- 5.2 Building Teamwork is Essential.- 5.3 Teamwork Requires an Open, Participative Planning Process.- 5.4 Leadership Style is a Key to Effectiveness.- 5.5 Management Preparation Pays Off in Better Results.- Application of Project-Management in Selected Countries.- Project Management as Perceived from Ancient Egyptian Projects.- 1. The Start of Pyramid Building Technology.- 2. The Great Pyramid “King Khufu’s Pyramid” Project — 2650 BC.- 3. Setting Methodology for Perceing the Pyramid Project Management.- 3.1 Pyramid Project Building Objectives & Religion Effectiveness.- 3.2 Pyramid Design Complexity & Construction Activities Management.- 3.3 Stones Transport Management.- 3.4 Time & Labour Force Estimate.- Project Management in Czechoslovakia.- 1. Project Management Development in Czechoslovakia.- 1.1 Technical Management.- 1.2 First International Management Congress.- 1.3 Czechoslovak Scientific Management Committee.- 2. Project Management Methods.- 3. Stagnation.- 4. Training of Managers.- Project Management in Developing Countries.- 1. Initiation of Idea.- 2. The Management Engineering Society MES.- 3. Differentiation between Project Management and Operation Management.- 4. Role of MES Activities in Developing Project Management.- 4.1 Education & Training Groups of Engineers in Project Management.- 4.2 National Seminars.- 4.3 International Symposiums.- 4.4 Other Activities.- 5. Future Actvities.- The Project as a Mode of Work in Sweden — From Technical Theinking to Management Thinking.- 1. From Then to Now.- 2. Development Trends.- 2.1 Development.- 2.2 Trends in Swedish Trade and Industry and Public Administration.- 2.3 Training.- 2.4 Methods and Aids.- 3. Research.- 4. Internet.- The Autors.