Project Planning Scheduling and Control: A Hands-On Guide to - download pdf or read online

By James Lewis

ISBN-10: 0071399070

ISBN-13: 9780071399074

ISBN-10: 1557388695

ISBN-13: 9781557388698

Venture making plans, Scheduling and regulate is an applications-oriented consultant for somebody for any kind of project-from info platforms, building, and engineering to product improvement, advertising, and production. This thoroughly revised variation addresses key matters in non-stop development and consumer delight. also, Dr. Lewis has further a collection of questions on the finish of every bankruptcy in order that the reader could attempt his or her realizing of the subject material. particular themes addressed comprise: the way to make a decision if venture administration is required; developing the seven elements of a undertaking administration procedure; utilizing the tactic of paired comparability to set up priorities and targets; the 8 components for making plans and the undertaking manager's position.

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Example text

Working without a plan is, of course, the ready-fire-aim approach mentioned in Chapter 1. What is not understood by many managers is that they are not in control when they use this approach, even though they will readily agree that being in control is one of the primary requirements of a manager. Perhaps they have lost sight of what is meant by management control. Control consists of comparing where you are with where you are supposed to be, then taking action to correct for any deviation from target.

Actually, the more critical your time constraints, the less you can afford to not plan. During World War II, high-speed production of military aircraft, ships, Page 32 and other equipment was absolutely essential. 2 Boeing was producing B-17 bombers as fast as they could, and other companies were scrambling to reduce production times. One example was Ford Motor Company and the B-24. Before the war, Ford had built airplanes, the Trimotor being one of the best known. However, Henry Ford had abandoned the building of airplanes and concentrated entirely on cars.

One is that something is messed up. That is not the definition we are using here. For our purposes, a problem is a gap between where you are and where you want to be, and there are obstacles that prevent easy movement to close the gap. For example, you would like to develop a new product. If you could wave a magic wand and have the product appear, you would have no problem, only a desired result. The obstacles that prevent easy movement to close the gap are many: the need to fully define requirements, solve design problems, manufacture the product, and so on.

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Project Planning Scheduling and Control: A Hands-On Guide to Bringing Projects In On Time and On Budget by James Lewis


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