Computer support systems survey completed


Final impact assessment report issued

Figure 11 : Milestones.

Figure 11 : Milestones.

run, the latter two operational clients are primary. In addition to informal feedback from them, formal feedback was obtained in the form of Impact Statements (item number 4000 in the WBS of Figure 5). The Impact Statements concerned the impact of the PM&C Program on the concerned organization ("How many labor-hours are expected to be devoted to the PM&C System?) and response to the PM&C Program ("Has this been of value to you in doing your job better?").

Clearly, the response of perceived value from the operating personnel was positive, or this paper would not have been written. Can we put any measure on it? We sought no formal instruments for measurement, relying instead on subjective, free form, and anecdotal responses. Can we measure the improvement which we believe to be taking place in the implementation of capital and other projects? It may be years before the impact (positive or negative) can be evaluated, and even then there may be such confounding with internal and external variables that no unequivocal, quantified response can be defined.

At this point we base our belief in the value of the PM&C Program on the continuing flow—starting with Impact Statements—of positive perceptions. The following is an example of such a response, occurring one year after the exposure of the respondent:

. . . find attached an R&D Project Tracking Diagram developed as a direct result of the 1PM&C] seminar . . . last year. |In the seminar we called it| a Network Analysis Diagram. The Product Development Group has been using this exclusively to track projects. its value has been immeasurable. Since its inception, fifteen new products have gone through the sequence. . . .


1. Which of the project planning aids (WBS, etc.) described in the chapter was used in the case?

2. For each of the aids used in the case, describe ~ how they were constructed and if there were any modifications in form.

3. How were each of the aids applied in the case?

4. Would a TREND organizational overlay have been useful in this situation? What potential problems might it have shown?

5. What was the purpose of the PM&C project? Was it successful?

6. What was wrong with the previous focus on cost-benefit? Does the PM&C system still include a cost-benefit analysis?

7. Why did lagging depreciation legislation increase the importance of using capital funds optimally?

This article investigates the dual importance of strategy and tactics in project management. It uses a project life cycle framework to illustrate its points and postulates ten critical project success factors, some strategic and some tactical. Four types of major errors are described and illustrated with four example firms. Then the ten critical success factors are derived for each of the firms to show their interplay.

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Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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