Total Project Management

1982 ◽  
Vol 196 (1) ◽  
pp. S41-S41
Keyword(s):  
Project Management ◽  
Total Project

Managing Organizational Change

2013 ◽  
pp. 1253-1278
Author(s):  
Martin L. Bariff
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Case Studies ◽  
Project Manager ◽  
Lessons Learned ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Schedule Risk ◽  
Project Deliverables ◽  
Total Project

Many project deliverables extend beyond a product or a service for sale to customers. The deliverable may include a new or a revised process for internal workflow or relations with customers, suppliers, or partners. The success of these projects will depend upon adoption of the new or revised process in addition to typical metrics for cost, schedule, risk, and quality. The project manager and team will be responsible for “managing organizational change”—a skillset that is not addressed within the Project Management Institute Body of Knowledge. The purpose of this chapter is to provide sufficient knowledge about approaches and implementation for organizational change to achieve total project success. Case studies are included to illustrate best practices and lessons learned.

Total Project Management: An Integrated Approach to the Management of Capital Investment Projects

1982 ◽  
Vol 196 (1) ◽  
pp. 337-346
Author(s):  
H Darnell ◽  
M W Dale
Keyword(s):  
Project Management ◽  
Learning Process ◽  
Capital Investment ◽  
Integrated Approach ◽  
Investment Analysis ◽  
Investment Projects ◽  
Knowledge Based ◽  
The Uk ◽  
Substandard Performance ◽  
Total Project

Substandard performance and failure to meet objectives in capital investment has been a major contribution to the catastrophic decline in the profitability of industry in the UK. The structure of a project is described and the differences between a project and ongoing operations are discussed. An approach to capital investment analysis is described which is based on rate of cashflow and which relates closely to the actual events that occur. The nature and character of the risks involved are examined and a variety of problems discussed. The inevitability of the learning process is pointed out together with the benefits of structuring this learning. Some of the human and organizational imperatives required for success are defined and the need for a knowledge-based approach to the main project disciplines is advocated. These disciplines are outlined together with some discussion of their inter-relations. The operational techniques which ensure a total, and avoid a fragmented, approach to managing a project are briefly described and the importance of top management involvement is emphasized. By taking the steps advocated in the paper the risks inherent in capital investment projects can be reduced to an acceptable level.

Managing Organizational Change

2013 ◽  
pp. 22-47
Author(s):  
Martin L. Bariff
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Case Studies ◽  
Project Manager ◽  
Lessons Learned ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Schedule Risk ◽  
Project Deliverables ◽  
Total Project

Many project deliverables extend beyond a product or a service for sale to customers. The deliverable may include a new or a revised process for internal workflow or relations with customers, suppliers, or partners. The success of these projects will depend upon adoption of the new or revised process in addition to typical metrics for cost, schedule, risk, and quality. The project manager and team will be responsible for “managing organizational change”—a skillset that is not addressed within the Project Management Institute Body of Knowledge. The purpose of this chapter is to provide sufficient knowledge about approaches and implementation for organizational change to achieve total project success. Case studies are included to illustrate best practices and lessons learned.

Construction Total Project Management Planning Issues

2002 ◽  
Vol 33 (1) ◽  
pp. 37-48 ◽  
Author(s):  
Janet K. Yates ◽  
Adel Eskander
Keyword(s):  
Project Management ◽  
Management Planning ◽  
Total Project

scholarly journals An integration of spreadsheet and project management software for cost optimal time scheduling in construction

2017 ◽  
Vol 9 (1) ◽  
pp. 1627-1637 ◽  
Author(s):  
Tadej Valenko ◽  
Uroš Klanšek
Keyword(s):  
Project Management ◽  
Construction Projects ◽  
Data Transfer ◽  
Optimal Time ◽  
Microsoft Excel ◽  
Management Software ◽  
Project Management Software ◽  
Time Scheduling ◽  
Total Project Cost ◽  
Total Project

AbstractSuccessful performance and completion of construction projects highly depend on an adequate time scheduling of the project activities. On implementation of time scheduling, the execution modes of activities are most often required to be set in a manner that enables in achieving the minimum total project cost. This paper presents an approach to cost optimal time scheduling, which integrates a spreadsheet application and data transfer to project management software (PMS). At this point, the optimization problem of project time scheduling is modelled employing Microsoft Excel and solved to optimality using Solver while organization of data is dealt by macros. Thereupon, Microsoft Project software is utilized for further managing and presentation of optimized time scheduling solution. In this way, the data flow between programs is automated and possibilities of error occurrence during scheduling process are reduced to a minimum. Moreover, integration of spreadsheet and PMS for cost optimal time scheduling in construction is performed within well-known program environment that increases the possibilities of its wider use in practice. An application example is shown in this paper to demonstrate the advantages of proposed approach.

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