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Four individual layers of high modulas carbon are layered together at different unique angles to form one compounded. The carbon itself undergoes a VC-X extreme pressure vacuum curing, to force out any tiny. The Reactacore XZ. Ultra-Control waggler rod also benefits from special Maximus weave wrap just above the handle to retain strength but. Indeed, it has an exceptionally slim feather-light blank and handle, accompanied with top. A world class. The carbon itself undergoes a VC-X extreme pressure vacuum curing, to force out.

Reactacore XZ Ultra-Control feeder rod also benefits from special Maximus weave wrap at the base of the butt. Indeed, it has an exceptionally slim feather-light blank and handle,.

A world class 3pc feeder rod, it has an 8lb main line. Supplied with a high quality fullypadded. This mini waggler has been designed in consultation with Rob Wootton and it too is built using Quad four-layer. Four individual layers of high modulas carbon are layered together at different unique angles to. The carbon itself undergoes a VC-X extreme pressure vacuum.

It has an exceptionally slim feather-light blank and handle,. This short 2pc fold-down design rod has a 10lb main line rating, 8lb hook length rating and a casting weight. Supplied with a high quality fully-padded rod case from the Middy MX-Series luggage range. Es ist sehr leicht und leistungsstark. Molto leggera e potente. Per la pesca in gara alle carpe con il pellet. The carbon itself undergoes a VC-X extreme pressure vacuum curing, to force out any tiny air imperfections – this.

Indeed, it has an exceptionally slim feather-light blank and handle, accompanied with top class fittings. This superb rod has a 10lb main line rating, 8lb hook length rating and a casting weight guide. Cette tige est. Es ist unglaublich leicht,. Un’asta alimentatore superiore realizzato con la tecnica del carbonio molto moderno. Developed with top match angler Kieron Rich, the K waggler rod has an incredibly soft parabolic-arc. Its rigid mini butt has a Kevlar wrap, which strengthens.

In turn, this also allows the option of adding a 1ft 30cm. Every Arco-Tech rod is supplied with a 1ft extension as standard, so you can. The build features include a slim full-cork handle, KTS smooth flow guides. Sie wurde. Bei der Herstellung wurden spezielle. Dotata di una mini sezione di 1′ per utilizzarla sia a 10′ che 11′. Subdue carp around the 8lb mark easily with the K waggler rod – it has a soft parabolic-arc through. The rigid mini butt has a Kevlar.

In turn, this also allows the option. Every Arco-Tech rod is supplied with a 1ft extension as. It has been developed with top match angler Kieron. Stessa struttura della K ma dotata di maggior potenza, per poter gestire galleggianti fino ed oltre i 20 gr. Dotata di mini prolunga da 1′ per essere utilizzata sia ad 11′ che a 12′.

A lovely carp feeder rod that can be fished at either 10ft or 11ft. This is due to the rigid mini butt — it has a Kevlar wrap. You get this extension included as standard. The butt also features specially. Possessing a very impressive and soft parabolic-arc action to. Yet another fantastic rod by Middy! Aufgrund der Kraftreserven im Handteil ist diese Rute besonders geeignet zum Angeln mit dem Methodfeeder auf. Die Spitzen hingegen sind sehr weich und zeigen auch die vorsichtigsten Bisse problemlos an.

Feeder rod dall’azione piacevolmente parabolica perfetta per il method feeder. Dotata di mini prolunga di 1′ per. It really is an incredible three-in-one tool. Use at the longer length on gravel pits or the river. Elle sera parfaite pour vous accompagner. L’azione medium power ed il carbonio T-Core,. Elle sera parfaite pour vous accompagner sur toutes vos. Perfetta per la pesca a method feeder. A superb value-for-money 9ft feeder rod designed for commercial carp venues.

This short length rod is also. The Battlezone feeder rod is a 2pc carbon construction with a screw. It is supplied with two fibra quiver tips in a protective tube,. It is a great rod for method feeder set-ups – feeders up to 50g can be cast. I mulinelli “Eclipse” a frizione posteriore incorporano molte superbe caratteristiche di design e.

Disponibili in due misure e , per la comune. Caratterizzati da rullino guidafilo “E. The thick bottom ring adds strength and weight to the base.

These nets are. Built to last, these soft polyester Xtreme Carp keepnets have a host of quality features built-in as standard. The Xtreme range has the unique lifetime-guaranteed Top Notch. Further features include strong 10mm. The more compact model is also ideal when the fishery imposes. Questa nassa ha il miglior sistema di regolazione dell’angolazione tra tutte quelle oggi reperibili sul mercato,.

You would think that, for landing a fish safely, there is a simple solution – get a handle, get a net and assemble. A lightweight 3-tube holdall, in a long 1. It has been.

In addition, we do have a ‘survivor bias’ for projects carried out by them – w e do not find so much evidence of their failures as of their successes. Recently, the nature of project management has changed. It has ceased t o be dominated by the construction industry, where much of the case material under this heading is based, and is now applicable in all organlsations.

Project management is now an advanced and specialised branch of management in its own right. As a result, the nature of project management has had to change. It is no longer simply an extension of a technical specialism e. In addition, the hard systems approach, which treated the project as a mechanical activity, has been shown t o be flawed.

A further elaboration of the development of the subject is shown in Table 1. Table 2. Individuals managed events and other situations. For example, the Pyramids were constructed, wars were fought, and products were developed. However, project management in the way that we would understand it today did not exist until the s. During the s, formal tools and techniques were developed to help manage large, complex projects that were uncertain or risky. These tools focused almost exclusively on the project planning phase, and there were no close rivals for their use.

The methods have survived and became ‘the way it is done’, despite never apparently having been the subject of any trial that questioned their usefulness. The principles of these will be the subject of the discussion in Chapter 6. As well as project planning and control, the role of projects is today being reconsidered. A strategic approach is taken to the design of the project process, rather than the highly reactive approach that has been prevalent until recently.

Conventional methods developed to manage large-scale direct-value-adding projects with timescales of years such as heavy engineering are too cumbersome when projects require short timescales to exploit market openings quickly, in particular in an information-based economy.

The third stage of project management emphasises the strategic role of projects, especially those processes that the project manager must put in place t o deliver the end objective’of the project and satisfy the needs of all the project’s customers. In this new approach, project managers become project integrators, responsible for integrating the required resources, knowledge, and processes from the project’s beginning t o end. This third stage has also been greatly influenced by the changes that have occurred in the context in which modern projects operate.

In particular, the ready availability of technology especially communications technology has led t o the emergence of virtual teams as a means of running projects. Similarly, there has been considerable development of powerful project planning and software and the computer processing power t o support it. Both of these have the potential t o change the way that we work in projects.

This consideration of the evolution of the subject brings us t o the issues that practitioners and academics are facing today. There is only one consistent feature of modern business and that is change. Organisations are constantly required to change what they do and how they d o it. The most successful commercial organisations are those that have become best at changing. It never worked then, why should it this time?

Here the project is started with no clear objectives. The motto is ‘shoot first – whatever you hit, call it the target’.

There are still some corners of the commercial world that tolerate this approach to managing projects, but in general, this is noi associated with any great success. As will be seen in subsequent chapters, this approach may work fine for the early stages of a project or where the benefit is in carrying out the process of the project, rather than in achieving any particular outcome.

In most organisations today, this is being replaced with a highly structured system of justifications that any project must go through. However, if you do work in this environment, setting your own targets at the end of the project is the easiest method for the project manager, without a doubt! The second represents the approach that is taken t o many projects. The project manager will set out with all the information in his or her head.

This may work well where the project is very small, but the lack of any system will soon start to tell on the individual and the results if there are any problems or if the scale of the project escalates.

Here, the application of the structures and systems will greatly help, enabling better-grounded decisions to be made and avoiding many problems to which this approach will inevitably lead. It remains a challeage for many individuals and organisations to move away from this usually random approach to managing projects. This links to the next point.

Introduction g We work in a nanosecond environment, we don’t have time to do this stuff’ This was a regular quotation from managers in fast-moving e-commerce firms. Given the demise of so many of these, one can only speculate on the impact that the unwillingness to deal with anything as messy and un-hip as good project management had on those businesses.

There may be changes to the basic practices of project managers that are required under such circumstances, but this is more of adaptation rather than radical re-invention. This scenario is in sharp contrast to the next one. Indeed, there are many where the slavish dedication to highly restrictive methods is necessary as part of the requirements of customers military procurement and areas where safety considerations are paramount are two such areas.

The result is high levels of documentation the procedures manual for projects at one international bank ran to several thousand pages and considerable bureaucracy associated with it. Decision-making can be very slow and the overhead costs associated with such systems significant.

This represents the other end of the formalisation scale from the previous scenarios; it is a challenge for project managers to deal with this high degree of formalisation, and yet try to engender creativity into the project and the people working on it. It is a constant theme among project management professionals just how much formalisation is required in systems.

While some will have the levels specified by the requirements of the project, the vast majority, particularly for smaller projects, require an approach that is more appropriate to the particular situation. This is a great challenge for project management today. The past 50 years of the subject will be shown to have provided a substantial knowledge base for project managers t o use. The art is in knowing the relevant parts of that base and tailoring that knowledge to the particular environment.

This is not at all uncommon, because the real causes of failure are rarely addressed by organisations. The failures deserve more careful study – they are a significant opportunity for learning and are generally very costly – to individuals, the organisation or both.

These must overcome this often-heard rejection of anything new as it was ‘not invented here, therefore it cannot be of any relevance to us’. The pressure for change in most organisations is such that ideas need to be brought in from wherever possible and adapted for projects and then the particular application. Examples of changes that are having an impact on the project environment include taking operations initiatives including Lean and Agile and applying the principles to the project environment see Chapter As was commented in the previous section, there is no longer just one best way to run a project.

Now there are many possible options, and it is this choice of processes that will be discussed in subsequent chapters. One final issue should be shelved very quickly. Many managers have not recognised that they are project managers, despite the statistic from those who study such things that the average manager now spends upwards of 50 per cent of their time on projects or project-related issues.

Their line responsibilities finance, marketing, design involve them in a variety of day-to-day activities plus longer-term projects.

The skills and techniques used in the line-management function will differ from those required in projects, as we shall see.

The more enlightened organisations will provide a basic skills grounding in the best ways to run projects, and help, coach and mentor individuals in recognising and developing their project roles. The subject of project management needs to move on. The incorporation of a substantial strategy element in this text reflects the need for the subject to change its reactive nature and move to the situation where it aspires to be a source of competitive advantage.

This advantage has been amply demonstrated in the operations management area, and the contribution of operations to the success of major businesses such as Toyota has become legendary.

Unless the strategy is right, even the best management practice in the execution of projects is wasted. It has become evident that project managers have been woefully ill equipped to take this strategic role. A further issue that was raised in the opening of this chapter is that of the ongoing extent of project failure. This presents a significant opportunity to organisations to improve their performance, through improving the way that both operational projects those that directly earn revenue and change projects those that change the way that the organisation or an individual works are managed.

One issue that has already been raised in this section is that many project managers fail to recognise that this is indeed a major part of their role. In order to help recognise this element and where the differences exist between project and general management, the following section will develop this theme.

Figure 1. At the head of each of the major functions within an organisation there will be functional or line managers.

These managers have the responsibility for the people who work under them in their’departments. The project manager may have a line management role as well, but is responsible for projects that may run across several functions. The figure shows the project manager being responsible for people drawn from every function in their activities in relation to that project.

The project manager’s role differs from that of the line manager in the nature of the task being carried out. Table 1. As Fig. In the figure, the trend is for the lime AB to move downwards – increasing the degree of innovation activities required Project manager Figure t. The result of this is a change in the role of line managers and a reduction in the difference in the roles of line and project managers. Indeed, as already stated, this blurring of project management into general management provides for considerable confusion.

Reference back to the definitions of projects will show those activities that are and are not project-based. The box below illustrates this. The role of the environmental health office includes visiting food premises restaurants, cafis, school canteens and mobile catering outlets to determine whether the practices that they are following in the preparation, storage and serving of food constitute any danger to public health.

They have considerable powers including closure of the premises where deficiencies are identified. The manager of the area-was convinced that he was a project manager – each of these visits lasted for several hours and was, therefore, an activity with a start and a finish. QED, it was a project. Except that these are not projects. The process that was followed each time arrange visit, visit, report and follow-up was the same low-variety process , and each inspector was visiting one or two premises a day medium volume.

This was operations rather than project management. It was, however, only one part of his role. Where there was a public health issue raised such as an outbreak of a particular disease , this was indeed a project. These were fortunately rare events and each one had its own characteristics.

They also had to be preplanned, so that no time was wasted when they did occur. Other projects included regular initiatives to highlight particular aspects of public health – such as an autumn campaign of promoting influenza vaccination. The role of this manager was therefore split between the general management associated with the ongoing activities and the project management of both initiatives and reactions to ‘crises’. He was advised to look to operations management as a subject to help with the management of the day-to-day tasks, but to build a relevant knowledge-base and set of practices for the project that he ran.

The above case is not unique and there are many managers who face this multiple role – part general management and part project management. Others are full-time project managers. Further discussion of these roles is contained in the Project Management in Practice section at the end of this chapter.

For now, a consideration of ‘what we know’ about project management follows – vital if we are to avoid reinventing the wheel each time a project is undertaken.

There is a vast amount written about project management. There is also a great deal of knowledge about ‘what works where’ in any particular scenario. As we will see in Chapter 14, however, this is not always readily accessible just when you need it. Even the so-called handbooks of project management cannot be this comprehensive – there are too manv scenarios and too manv , votential variables.

The books on project management range from the short pocketbook approach to project management see Further Information at the end of this chapter to the generalist text such as this one , to collections of academic work that form the handbooks. Alongside all these are myriad special-interest books and articles. While the handbooks try to be comprehensive, there are many short self-help books that will claim to ‘make you an expert in a week’.

It is interesting that we insist that other management professions e. The pocketbooks do provide a first level of awareness-raising of some of the issues for the aspirant project manager, and are often useful checklists for the first-time manager. Indeed, it often surprising how far people go with little more than the rough guidelines contained in such books. Project management as a profession is almost unique in having institutions concerned with its development who promote what they term their Body of Knowledge.

This is certainly not the case in other management areas, finance, marketing, purchasing, human resources and operations. This provides a further point of reference for those studying the area, whether this is for personal study as part of a course or in preparation for the relevant professional examinations see Web addresses in the Further Information section at the end of this chapter.

These will be expanded as part of the discussion on structures in the following chapter. A further development of this knowledge base comes through specific standards for processes. They are important to individuals as a means of carrying out their work and with an increasingly recognised career path as project management professionals.

Organisations can benefit too from having the capability to deliver excellence in this area. There does appear to be a problem, however, with projects and their management, with evidence of widespread failure to achieve project objectives, regardless of size, scope or sector in which the project is being run. Some of this must be down to the history of the subject, with a reliance on ‘one best way,’ regardless of its reliability or applicability.

Other aspects include the failure of many individuals and organisations to recognise that they are involved with project management, and to take the subject, and all it has to offer, seriously. The subject is moving on from this at a significant pace, with the bodies of knowledge that were outlined here providing a grounding from which organisations and individuals can develop their own knowledge bases. The above discussion provides the rationale as to why this subject is worth studying and books like this are needed.

The following maps out the following chapters and outlines the contents of each. The chapters broadly fit into the 4-D model shown in Fig. The starting point for any consideration of project management is the structures and frameworks that can be applied to the process to assist in forming our thinking on the subject. This is vital, as even moderately complex projects will swamp you unless you have a system to deal with them.

From the frameworks described inchapter 2, the first of the major inputs to the project – through the strategy process -will be unpacked in Chapter 3. Having set the strategy, the next step is to develop the ideas for both project outcome and process. This is done in Chapter 4. This concludes the definition stage of the project life-cycle. Having determined to continue with the project, the next stage in the life-cycle is designing of project process in some detail.

Time planning is considered in Chapter 5, cost and quality in Chapter 7. This shows the benefits of the ‘project management approach’ and includes some of the techniques for describing both the technical the hard elements and human the soft elements of projects. Chapter 6 presents a Choptersg q Dz:Desian – the omiea ,. The chapter will argue that this is one way that tackles some of the fundamental problems with current approaches to projects. Having constructed plans or models of the activities to be undertaken, many projects then start.

This misses one of the key opportunities that project managers have for reflection on their plans and to avoid problems in the future. This includes the subject of justification of project budgets. While a full discussion of financial justification process and practice is outside the scope of this text, some appreciation is required of the issues to be considered.

Financial discussions should not be the domain solely of accountants. Following the theme of analysing plans, the high level of failure of projects has led to a re-evaluation of the tools and techniques of project management. The third element of the project model is the delivery phase, or ‘Do it!

In bringing together the resources to execute the plans, the project manager has to be in a position to make objective decisions about structure, i. This is the subject of Chapter 9, which includes a discussion of how teams work on projects and an introduction to the contribution that individual personalities will make. Chapter 10 continues the theme of the management of people, with a discussion of management and leadership in the project environment.

Chapter 11 considers the information that will be needed in medium- to largescale projects in order to maintain a degree of control over the ongolng activities. It is, after all, of little practical use to find at the end of the project that all tasks have run late, that the budget was overspent and the ‘customer’ or other influential parties were dissatisfied with the outcome.

The delicate balance of ensuring that the project stays on track without overburdening it with bureaucratic controls will be discussed, with the objective of maximising the visibility of project progress. Chapter 12 looks at the increasing role of supply chains in our projects.

As more projects are run as joint ventures, and the trend to outsource major parts of projects becomes a facet of organisational life, it is vital for the modern project manager to have a grasp of the impact such ventures will have on the practices that will need to be adopted for the project. Decisions should be made on the basis of good information.

What constitutes ‘good information’? In addition, what should a project manager do with that information? Approaches to problem-solving and decision-making are discussed in Chapter This issue concludes the management of the execution phase of the project. If the objective of continuous improvement is to be met, however, this is not where the activities of the project manager end.

The continual improvement of the process through two cycles – ‘learning by doing’ and ‘learning before doing’ are considered in Chapter 14 on project close-out and review. Some of the main influences on the project management process are then discussed and a future agenda proposed in Chapter These include the quality revolution, the desire to make project processes leaner, business process re-engineering and benchmarking. In addition, the means by which these are applied are discussed.

Finally, the question ‘What next? This is a major constraint for many, and some knowledge of these and their purpose is useful. The key standards that are considered include those related to general processes including IS0 and BS and one that is very specific about how projects and the supporting organisation should be structured – PRINCE2. Projects are important issues to both individuals and organisations. There are some key questions to be answered if we are to understand the meaning and potential of the subject and profession of project management and the activity of managing projects today.

The first is: what is it? For some people, the image that is conjured up is of large-scale construction projects – the many buildings for the millennium or major events such as the Sydney Olympics. The second is: what is the role of management in this? For many, project management is often associated with its basic tools and techniques or a particular software package.

These views are limiting and do not do justice to the range or scope of project management today. To counter the first point, project management is a live subject – going on around us all the time, and not just in organisations that undertake large-scale projects. On the second point, rather than just being a limited set of tools and techniques, it is also a true profession, with a growing recognition of its contribution to all walks of working life.

The role of project management covers the entire spectrum of management knowledge, making it a broad-based study, not confined to tools and techniques or technical issues. On a business level, there are projects ongoing in every organisation. These are vital as they are the execution of all the visions, missions and strategies of that organisation.

There are many books and distinguished articles written on strategy, but relatively little on how to deliver it. On a personal level, we all have a number of projects ongoing – pursuing a course of study, buying a house or organising a holiday. The level of complexity differs, the underlying principle of delivering the result at a given point in time is the same. At a commercial level, the effectiveness of the project management process will determine whether or not those projects play a role in providing a source of competitive advantage or even continued existence for an organisation.

But this is not usually the case, as the opening of the chapter showed. There is a problem with projects and their management, as demonstrated by the large percentage of projects that run late, cost more than was expected, or fail to deliver what was required of them.

The first step on the way to understanding projects was their definition. This showed that there was a considerable diversity in the characteristicsof projects, and that these require different approaches to their management. After we identified the nature of projects, the next discussion was to see how we arrived at the current state of the subject. Having emerged from the ‘one best way’ era of project management, we are faced with a large number of challenges, not least in terms of where the subject is going now.

The arrangement of this book is based around the four stages of the project lifecycle, with the first part of this being the structures that project managers can apply to their projects. As already discussed, these ideas are often very simple in principle, their application requires considerable creativity to adapt them to the particular circumstance in which you find yourself.

That is the challenge of project management. Most of the work is supervisory, ensuring that orders are placed and materials arrive on time, people turn up, do the job properly and get paid for it at the end of the week.

There are always arguments between the various tradespeople to resolve and problems just get dumped on the desk. Some of the toughest problems come with the people you have to work with.

Some of them will do anything to try to get one over on you – they’ll tell you a job is finished when you can see it is only half done.

Unless you go and check it yourself you’re in trouble. Also, they don’t give a damn for my schedule. How do you get a roofer, at four o’clock in the afternoon when it is raining rather heavily [not the words actually used] when you know he has a long drive home, to get back on the roof and finish the job he is doing so that other jobs which rely on this being completed can start at eight o’clock the following morning? It wouldn’t be the first time we had to block his car in with a pallet of bricks to stop him leaving.

It was his responsibility to put the proposal as to how it could be done, and then to carry it out. As he described at the outset of the project “[this] is one of the most complex projects that we could undertake at this time”. The complexity came because the project would hopefully change the way that everyone in the company thought and worked [i. This would have to be done through consultation, training and the demonstration through piloting small-scale improvement activities, that the move towards T Q was worthwhile.

The initial phase as part of the proposal process was to carry out a company-wide quality audit to determine attitudes, knowledge and current practice. The results paved the way for the carrying out of targeted efforts where needed most. The first phase of execution was to take the board of directors of the company on awareness training – showing them how working under a T Q environment would benefit them, and what changes would be needed.

The next ,level of management were then trained and so on down the hierarchy until the middle management level. These managers then trained their own people – a process known as “cascading”.

The project t o introduce the new philosophy to the company took several years, and has now moved on to become an accepted way of working. The quality director was initially involved in the management of the introduction process, where the employees and suppliers needed to be convinced that this was a good route for the company to take. His role then became one of project sponsor of a variety of improvement projects, which may be considered as subprojects of the main one.

The initial system design work involved coordinating with external system designers, the providers of the software and the in-house IT group. Our local area network LAN needed upgrading to run the new system. Other organisationa1 issues were the role that consultants would play in the system design and training of users and the allocation of the budget between activities. Anticipation was required as the requirements of the system would change over its life.

For example, higher-level monthly indicators of financial performance would need to be provided where they had not been needed before. In addition, a management accounting system would he required to provide budgetary controls. This provided a basic set of planning tools, and we filled in the blanks on the planning sheets. A team was set up to monitor progress against the plan. Training was one area where I was personally involved with the users, showing them how to use the system.

People are very frightened of technology and do not always grasp immediately ideas you think are very simple. This is where the greatest attribute of the project manager was needed in plenty – patience. The Big Dig.

Any project that involves tunnelling is risky. Any project that involved tunnelling under a city whilst trying to keep that city fully operational, is very risky. When that city is Boston in the USA, it is in a risk category all of its own.

This does not, however, excuse the financial performance of this project, the results of which are exceptional and even make the performance of previous ‘stars of disaster’ such as the Channel Tunnel, look good. During the s, the Commonwealth of Massachusetts commissioned new roads as part of a national road-building frenzy that took place at that time.

The result was a partly elevated freeway that cut the city off from its old harbour and over time coped increasingly less well with the volumes of traffic that were trying to use it. For many years, the project had been the subject of much politicking and had been rejected by a number of national administrations.

In , it was given the go-ahead. It was still considered a technical success. In project management terms it is also a disaster – a per cent-plus overrun on budget can only be described as ‘talented’.

How did such a financial disaster occur? The first is a feature of many large ‘political’ projects – that the ‘real cost’ would not be politically acceptable. The original budget was deliberately deflated to make the project happen.

The second is technical risk that of the tunnelling process. The ground through which the tunnelling is being carried out is reclaimed land that was originally under the sea. The tunnelling process being used was also new, presenting a degree of technical novelty. From your search, are there any common themes in the failures? What are the costs of these in each case?

How widespread would you say that the problem of failure was? Carry out a search of the news of the time and the relevant websites to identify the characteristics of the project management that led to the success.

Compare with the example of ‘The Big Dig’ given above and the results of your own researches in the answer to 1. In what you are doing at the moment which parts are project and which are ongoing? For this sector, identify the likely pressures on project managers and the implications for them as a result of these. Briefly discuss how the category would influence how you would expect to manage the particular project.

Brown, S. Deming, W. Maylor, H. Obeng, E. Turner, J. Womack, J. Badim, A. Bradley, K. Brown, M. Buttrick, R. Collins, A. Frame, J. Gido, J. Gray, C. Field, L. Holmes, A. Kerzner, H. Kleim, R. Lock, D. Meredith, J. Peters, T. Verzuh, E. Young, T. So, where do we start? The answer is that before we can undertake any activities on a project the thinking behind it must be right. This involves placing the project and its consideration i n the right structures.

The purpose of structures and frameworks is to provide a means t o think about projects and structures to help with their delivery. This is the first stage i n gaining understanding of what can be highly complex undertakings and vitally prevent the inevitable reinventing of various wheels that takes place, particularly during the early stages of a project.

The chapter starts with a basic model of a project as a whole. This is then broken into the four main phases of the project life-cycle. The issues that a project manager will have to deal with in each phase are then considered using the framework. How each of these issues is developed is determined by the project environment one aspect of which is the project complexity and these are the next two issues considered. It will be shown that the nature of the project management task is determined by this complexity.

Important developments i n recent years include the provision o f documented ‘bodies of knowledge’ by professional institutes. These are outlined and points of reference with this book are identified. Learning Objectives 2. Having a model to base our thinking around is the first step in gaining an understanding of the processes of projects and the accompanying managing that we will suggest should be taking place.

For many years, the most basic model of any operating system has been the input-output model. The project is viewed as a conversion or transformation of some form of input into an output, under a set of constraints and utilising a set of mechanisms to make the project happen. The project will take place under a set of controls or constraints – those elements generally from outside the project which either provide the basis for any assumptions or limit the project.

The mechanisms are those resources that make the transformation process possible. The desire to develop a new bagless vacuum cleaner was the starting point for James Dyson’s massively successful product range.

The project did not start with any formalisation, just a want or need to develop a product that would not suffer from the drawbacks associated with a paper bag being the filter for particles passing through a vacuum leaner. For the project manager, there will be both explicitly stated requirements original needs and those that emerge during the course of the project due to the customer’s changing needs or perceptions emergent needs.

Constraints The brief will also set out the constraints, which principally focus on time, cost and quality, but will also have a wider range of issues for the project manager to reconcile with the wants or needs. The main constraints are: time – all projects by definition have a time constraint. In practice, it is often found to be the most challenging to meet; cost – the value and timing of financial resources required to carry out the project work; quality – the standards by which both the product the output of the process and the process itself will be judged.

In addition to these three, the following constraints can prove limiting on the project: legal – this may not be explicitly stated but there will be legal constraints, e. Shell and Nike ; environmental – the deluge of environmental legislation that has been generated by governments has changed the role of environmental control from a subsidiary issue to one which is at the forefront of management thinking in many sectors; logic -the need for certain activities to have been completed before a project can start; activation – actions to show when a project or activity can begin; indiiect effects – it is practically impossible for any change to take place in isolation.

There will be ripple effects, which will need to be taken into account at the outset. Outputs Figure 2. This will usually be in the form of: converted information, e. The outputs may be tangible or intangible and this affects the criteria by which they are judged. They are required to be the integrator of the elements of the project – the need or want with the available mechanisms or resources under the conditions imposed by the constraints.

This is a key skill of the project manager. The nature of this task will change during the life of a project, and this will be described in the following section.

Improve constantly and forever every activity in the company, to improve quality and productivity and thus constantly decrease costs. Figure 2. Seven years later, the same two parties were in court again, to settle their claims and counter-claims, following the construction of an almost identical facility and very similar claims being made. How did this happen? Why had the parties not learned from their earlier, expensive mistakes? The only people with an interest in this kind of process are the lawyers.

This is depressingly common in many organisations, particularly those that use a large proportion of contract staff who leave once the project is completed and will be termed the hedeghog syndrome, as shown in Fig. We see this problem regularly on our roads, where the unsuspecting hedgehog encounters a car and the result is fairly predictable.

Worse, as long as there are hedgehogs, roads and cars, we will continue to find our little flat friends. Why then, don’t hedgehogs learn from this? The reason is that there is no feedback to hedgehog-kind of the knowledge that the road is a dangerous place for them to be, so that they can amend their behaviour accordingly.

All too often the same applies to projects – the same mistakes are repeated over and over again. Unless there is an opportunity to develop the project processes and provide the feedback to the organisation, the knowledge is lost. Organisations such as Hewlett-Packard, on the other hand, use previous projects and their reviews as the starting point for new projects. Their focus on the lessons from both good and bad experiences means that there is some path for continuous improvement in projects.

The process that is followed in carrying out projects has four identifiable phases. The last of these is the point where we ensure that the learning points from a project are carried forward to future projects. The four phases were shown in Chapter 1, and are repeated here in Fig. Why is it to be done? Design the project process Modelling and planning, estimating, resource analysis, conflict resolution and justification How will it be done?

Who will be involved in each part? When can it start and finish? Deliver the project do it! Organisation, control, leadership, decision-making and problem-solving How should the project be managed on a day-to-day basis? Develop the process Assessment of process and outcomes of the project, evaluation, changes for the future How can the process be continually improved? The four phases are described in more detail in Table 2.

The first is that projects are terminated prior to completion for all sorts of reasons. For instance, a project to move a bank to a new premises was scrapped as a result of an economic downturn. The project was going well but the additional costs and facilities were suddenly deemed unnecessary. The second is that there are often many stages in each of these main phases. Indeed for large projects, the project life-cycle can be replicated within each phase, as each of them becomes a mini-project in its own right.

This cycles-within-cycles is common to many other project processes. Such an approach does represent the reality of many projects well, as they are more akin to cycles of activities rather than the linear progression indicated by Fig.

The real world is rarely so well defined! The 4-D can be described as follows: Define the project – this is the time when it is determined what the project is about, its reasons for existence and the intentions that it intends to progress.

It is a time to explore the possibilities, find alternatives to the problems presented; Design the process – construct models to show how the needs will be developed, evaluate these to determine the optimum process for the task and minimise risk; Do It? There is no ‘most important phase’ -they represent a chain of activities. Like a chain, ongoing project performance will only be as good as the weakest part of Siruri:ire.

The last phase has a significant input to the performance of subsequent projects, in addition to elements of it determining the performance of the current project. There are a number of tasks and issues to be addressed in each phase.

This provides a degree of complexity for the project manager and is one reason that there are few truly excellent examples of project management available.

Taking the analogy of the project as a chain, it is important that there is general competence across the phases. This is preferable to there being excellence in one area, with other areas falling down. This is illustrated in Fig. This pattern is reflected in the graph of cumulative expenditure against time Fig. Outgoings are generally low in the early stages but grow rapidly during the execution phase.

The graph also demonstrates why the develop it phase is so vital – by the time the majority of the doing phase is completed, the probability is that in excess of 98 per cent of the total project expenditure will have been incurred.

Tahae 2. Design the project process Proposal Show how those needs will be met through the project activities Prepare and evaluate financial costs and benefits from the project Point at which go-ahead is agreed by project sponsor Justification Agreement -.

The excuse is often used that organisations cannot review projects because there is no budget for the review work. Given that mistakes are observed to occur repeatedly hedgehog syndrome , organisations seem perfectly prepared to pay when things inevitably go wrong. This last phase is therefore an investment in future performance, just as spending money on a new piece of equipment would be.

It is discussed further in Chapter The life-cycle may be further broken down as shown in Table 2. Key additional features include some explicit analysis of the idea during the definition stage, and the focus on a business case being prepared for the project right from the outset. This is expanded during the justification activities of the second-stage processes.

This is still generic, however, and the practice of phasing the project is best illustrated by an application. This had a number of plus-points for both the hospital and the IT firm, not least in the clarity that the phasing presented to each side.

At a high level, the activities could be tracked to see progress or lack of it. Tabtsr 2. Activities D l -Analysis The concept is converted into the terminology of the software house everyorganisation has its ow. An initial feasibility check is carried out to see what could be achieved at what cost.

Objectives are set for the system to he developed and the interfaces with other systems studied. The analysis phase was completed by an appraisal of the capability of the company to provide what was being asked for by the client.

DZ -Proposal The proposal document is submitted for approval by the client’s MIS department in terms of whether or not it would meet the requirements set out in the initial request. The client organisation is offered the opportunity to visit the software house’s premises and existing clients to view their systems. D2 -Justification There are two parts to this process. First, the software house carries out an financial analysis to show whether or not it is feasible for them to undertake the project.

Second, the MIS people at the hospital need to provide evidence that the new system will provide a return. This has to be agreed by the financial managers. D2 – Agreement After the justification has been prepared by both sides, the formal act of preparation and signing of contracts can take place.

This is the basis of the agreement between supplier and customer. The terms and conditions will have to go through each of the party’s legal advisers see Chapter D3 -Start-up The software house starts to gather resources as soon as the contract looks likelv , to eo ahead. Formal commitments are not made until the deal is formally signed.

A project manager within the company is allocated to provide a single point of contact for the customer. The project team is gathered, G e r n a l programmers hired and resources development computers, pre-written software procured. The project elements are allocated to individuals and specifications written for what each of the elements must achieve. D3 -Execution The project team starts work on the system – this is a mixture of importing existing code, modifying other parts and writing totally new elements.

At the completion of each section of the work the modules are tested to ensure integration. Gradually the system is pieced together, and debugged. The client is involved in the process, with modules being demonstrated as they are completed, so that amendments are made at the time rather than at the end of the entire process.

The in-house specialist staff are kept on and the programmers who were hired in continue to other jobs. The major task to be completed at this stage is the documentation of the system. D3 – Handover The software is transported to the user’s site and installed on the machines.

The software specialists are on hand to see that any problems can be resolved quickly. Staff are trained in the usage of the system and the MIS staff on its maintenance and support. Ongoing support is to be provided by the software house. D4 -Review The way in which each of the modules was developed is documented to provide a rich picture of the process.

Mistakes and good practice are identified and customer perceptions of the system canvassed. The results to the company in financial terms are compared with the proposal. D4 -Feedback Where deficiencies were highlighted, e. The four phases each have different characteristics and different management requirements.

Some points are of note here. The first is that many project managers will not be involved in the early stages and will be handed a brief for the project after the initial definition work has been done by another party. There are many reasons why this causes problems, not least because the project manager cannot be involved in problem avoidance measures at the early stage see Fast-track Projects in section 5.

Before we are ready t o give the project any detailed consideration a further structure is needed. This prevents the project manager becoming lost in the morass of issues t o be considered in each phase -particularly in more complex projects.

The following 7-S framework allows segregation of the issues. The 7-S framework provides a comprehensive set of issues that need t o be considered. It also allows classification of tasks within the remit of the project manager, which reduces the complexity of the role. The 7-S framework of management issues was promoted by McKinsey and Co. Their original is amended for the project environment, with a description of each of the elements, as shown in Table 2.

Rather than being simply an outcome or a statement, strategy is a process. It involves a high-level consideration of objectives, which can be seen as points of principle rather than activity-level details. Success starts with a rational strategy process, which then guides and informs the decisions made in all areas of the project.

The element of strategy will be discussed further in Chapter 3, along with the means by which organisational strategy is pursued through activities, including projects. Structure is the arrangement of human resources relative to lines of command and control.

A key question for the project manager concerns the nature of this structure. For example, should the project team be a dedicated, full-time team, or one where staff are ‘borrowed’ from other parts of the organisation or other organisations, only as and when needed? This is elaborated in Chapter 9. Systems are ‘the way we work’. Both formal and informal systems will need to be designed or at least recognised for key tasks, including communication and quality assurance.

Formal systems can be demonstrated through statements of procedure simply put, ‘under these conditions, we carry out this action’.

Informal systems, particularly for information transfer, are far less easy to describe and control. It is normal, however, for these to be the main mode of communication within groups. A theme within the systems element is the focus of the systems on ‘process’. That is, ensuring that all activities carried out are contributing to the end objective of the project in a constructive manner. Systems are a recurring theme throughout this text.

 

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This content was uploaded by our users and we assume good faith they have the permission to share this book. If you own the copyright to this book and it is wrongfully on our website, we offer a simple DMCA procedure to remove your content from our site. Start by pressing the button below! Project Management, 3rd Home Project Management, 3rd. Project Management We по ссылке with leading authors to develop the strongest educational materials in business, bringing c Author: Harvey Maylor.

Project Management We work with leading authors to develop the strongest educational materials in business, bringing cutting-edge thinking and best learning practice to a global market. Under a range of well-known imprints, including Financial Times Prentice Hall, we craft ссылка на подробности quality print and electronic publications which help readers to understand and apply their content, /33812.txt studying or at work.

To find out more about the complete range of our publishing, please visit us on the World Wide Web at: www. This edition is published by arrangement with Pearson Education, Ltd. This book is sold subject to the condition that it shall not, by way of trade or otherwise, be lent, resoId, hired out, or otherwise circulated without the publisher’s prior written consent in any form of binding or cover other than that in which it is published and without a similar condition feeder prut 3 3m free download this condition being поводу autodesk maya 2012 student version free попали on the subsequent purchaser and without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in feeder prut 3 3m free download introduced into a retrieval system, or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwisewithout the prior written permission of both the copyright owner and the above-mentioned publisher of this book.

Published by Pearson Education Singapore Pte. To those who said it could be done again, especially my wife Kara, with love. Control of projects Control systems Control of major constraints quality Control of major constraints – cost and time Visual control Last Planner Technical performance monitoring The role of Project Management Information Systems PMIS Change control Control of the work of development projects – intellectual property Index 3 94 Since writing the second edition the profile of project management i n the business world has increased unbelievably.

Organisations and individuals that had previously considered project management as something of interest to construction or engineering managers only suddenly realised that there was feeder prut 3 3m free download here. Reflecting this, project management is developing in business and management education at a significant rate, alongside its traditional habitat of engineering, construction and IT.

Its acceptance as a core business process has had ramifications for all concerned and the subject has to meet the challenge of this change. In the interests of ‘beginning with the end in mind’, and just in case you were in any doubt, this is a textbook. This positions it somewhere between the practitioner guide the short how-to book and the handbook – monumental tomes that try to cover everything.

Its predominant role is therefore to accompany a programme of study, and to provide an overview of areas of management knowledge relevant to the field. I have also attempted to provide some insight into the usage and applicability of the ideas discussed, as well as signposts to further sources of information. It is therefore not intended to be comprehensive on every particular aspect, current and emerging, of project management. Whether you are studying project management as part of a course or for personal development, I wish you well with it.

If you are looking for a subject with scope for change, take the challenge – get involved and help make the changes. It is likely to be the most rewarding path you could choose. If you are reading this to check that I have acknowledged your input, I hope you are not disappointed! Thanks to many students and managers who have been on my courses and taken the time t o provide feedback on their learning experiences. Socrates used the principle that i f you want to really find out whether your knowledge base is sound, you should teach it.

Three reviewers have given phenomenal input t o each batch of chapters as they were completed: Dr Paul Walltsy of Warwick Business School, Prof. Their comments were challenging and always supported by positive suggestions. For these, I am incredibly grateful as I am for all comments on the book. The development team, for as long as it stayed in place, were great.

Penelope Woolf and Stuart Hay for backing the development, Patrick, Claire etc, for their chivvying and chasing and insightful comments. Lastly, I feeder prut 3 3m free download to acknowledge the читать of my family.

We thank God for our two completely wonderful children, new additions since the last edition. Having t o say ‘not at the moment’ to the request of ‘Daddy, come and look’ taxes their patience, and such a substantial rewrite has taken me away from them for more time than Feeder prut 3 3m free download care to remember.

Kara has feeder prut 3 3m free download my project manager through this, as well as my in-house communications expert, counsellor, and coach. Her knowledge, love and red pen have been incredible.

All mistakes are of course mine. It is about systematically incorporating the feeder prut 3 3m free download of the customer, creating feeder prut 3 3m free download disciplined way of prioritising effort and resolving trade-offs, working concurrently on all aspects of the project in multi-functional teams, and much more.

It основываясь на этих данных much closer links between project teams and downstream activities, e. There are huge opportunities for eliminating wasted time and effort i n almost every project. In manufacturing. By halving the effort in designing a new car, they show this muda can be reduced by good project management. Every project manager in the future has not only to manage their own project написали, forscan windows 10 странно to seek ways of eliminating the muda in their systems so they can do more for less, and more quickly next time!

Perhaps the biggest opportunities, however, can be feeder prut 3 3m free download in thinking beyond the management of individual projects to standardising and streamlining the project management process itself. Although each project presents its own feeder prut 3 3m free download, the ability to launch new products quickly, on time and with no errors, is what leads to sustained business growth. Getting the project. This book takes a fresh look at the new techniques used by best-practice companies to improve their project management performance.

It shows how the disciplines used by Toyota and the Feeder prut 3 3m free download approach to management can be applied to смотрите подробнее kind of project in any industry. Students will find the mixture of academic debate and practical case-studies helpful and teachers will feeder prut 3 3m free download the discussion questions after each chapter.

Professor D. Читать далееthe London Ambulance service launched its computer-aided despatch system. It failed. A survey by the University of Sheffield showed that of the projects that they had polled, 80 per cent had run late.

Recent evidence suggests that the vast majority of projects, from the simplest to the most complex, in all sorts of organisations run late, overbudget or both. Is there a problem with projects and their management?

There is significant evidence t o suggest that there is. Even the British Standards Institute acknowledges that: Research suggests that the overall track record of British organisations in managing projects, including take-overs, leaves much t o be desired.

The delivery of results on time, within predetermined cost and of the requisite standard within set safetyand feeder prut 3 3m free download criteria is less frequent than it should be. BS This is not just a British problem. Also, is i t less frequent than it should be? A conservative estimate of the problem puts the magnitude at in excess of 80 per cent of projects not delivering what was required of them in one or more substantive way.

Projects are important for individuals, organisations and economies. For the individual, project management can provide one of the most challenging career paths. For organisations, there is the opportunity to derive competitive advantage from their projects. For nations, the performance of projects will have an impact on their economies. With this level of importance and the level of problems being faced comes’ the opportunity for a rethink of the way that we run projects.

The issue for the источник статьи project manager, which is reflected in this text, is the need for a holistic approach to project management. That is, we must considerthe project to be more feeder prut 3 3m free download the product of a technical activity.

Our consideration must include human issues and recognise that projects often have a sizable creative element. This creative element requires a different approach. It is described as the product of order and chaos. Managing the chaos without stifling the creative nature of the process i s a major challenge for the project manager.

The subject of project management is changing fast and the economic importance OF the area is finally being recognised. This has led to many changes in the methods and scope of the subject. There is also increasing recognition of the excitement and challenges associated with the profession of project manager in many different contexts.

The challenge for students of the subject is to grow with the body of knowledge and recognise the potential that exists for individuals and organisations in this area.

Learning Objectives 1. An increasing number of organisations are recognising that they are ‘project-based’, that is, the majority of their value-adding work is carried out through projects. These organisations are not limited to the traditional project-based organisations of the heavy engineering, construction, l T and consultancy sectors.

They are a whole host feeder prut 3 3m free download blue-chip firms including Xerox, Hewlett-Packard, Intel, Motorolasmaller firms as well as local and national government agencies all over the world. Suddenly individuals and organisations who had previously taken little interest in the subject are clamouring to know more.

This is a significant change and one that has many repercussions for the subject ссылка на подробности project management.

In addition, as a result of the influence that many world-class firms are feeder prut 3 3m free download on this subject we are in a period of rapid evolution of the practices and processes of project management. Organisations are devoting significant effort to improving their project performance, which does have a major economic benefit for the organisation. As projects in most sectors become more important t o those organisations, so feeder prut 3 3m free download do the project нажмите чтобы узнать больше. We have seen the development of parallel career paths for managers – allowing them to be promoted either through their line activity sales, marketing, finance, human resources or through their excellence in managing projects.

This provides a real incentive for individuals to take this route seriously and change their own methods and views of the subject. For many years, project management has been referred to as the accidental profession – where people have not selected it, but ended up doing it anyway. Today, we may have the choice – to accept the challenge of being an excellent project manager and become a true vray for sketchup pro 2016 crack download management professional’.

Therefore, project management is important for both organisations and individuals, and this importance is increasingly being recognised. The final objective of’the book is to recognise project management as one of the most challenging and creative tasks that a person can undertake. In this respect, it can even be, yes, fun. The opportunity for an individual to make their mark on the project is /41073.txt. For many project managers the following quotation is typical: The great thing about being the project manager is that I get leverage on all my ideas.

I think of one посетить страницу that a problem can be overcome, and the team add to it in ways that I never could have imagined on my own. Before we продолжить discuss autodesk 3ds max 2014 free download full version 32 bit free download area further, it is important that some definitions are established, as these are by no means universal, and time after time we see that one person’s project is another’s ongoing activity!