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Archive for the ‘Project manager’ Category

1. Completion
First, the project manager must ensure that the project is 100% complete. Young (2003, P256) noted that to find the perfect final phase, “is quite common, a series of smaller tasks since the beginning of the crucial steps is still open. They are not critical and do not impede progress, but must be respected. In addition, some projects should continue to provide support and assistance even after completion, such as IT projects. If this application is useful when a part of the initial statement of needs is often a part the conclusion of the contract. Rosenau and Githens (2005, p300) suggest that “the service contractor and ongoing support as an opportunity, not only as a place of law”, because both can learn from each other by exchanging ideas. Read the rest of this entry »

Project manager, responsible for the direction and control of project implementation.

Project management often is the responsibility of the individual. These individuals rarely participate directly in activities that produce the final result. Instead he tried to maintain the progress and productive mutual interaction of various parties so that the overall risk of failure reduced.

A project manager is often a client representative and shall establish and implement appropriate customer needs, based on their knowledge of the companies represented. Ability to adapt internal procedures and forms of contracts of parties with close ties to elected representatives is essential to ensure that key objectives of cost, time, quality and above all, customer satisfaction, are turned into reality.

Apart from the field, a successful project manager must be able to visualize the entire project from start to finish and have the ability to ensure that this vision a reality.

The projects need to be executed and delivered under certain restrictions. Usually, this constraint has been the scope, time and cost. It is also known as the Project Management Triangle, where each party is a constraint. One side of the triangle can not be changed without affecting the other. A further improvement of product quality separates constraints on the scope and quality make the fourth limitation.

Time constraint refers to the amount of time available to complete a project.

* Constraints cost refers to the amount budgeted for the project.
* Constraint refers to the scope of what should be done to produce the final result of the project.

These three constraints are often competing among them: increasing coverage typically increase the time and costs, a strong time constraint could mean increased costs and a decrease in scope, and budget limitations can lead to increased time and reduced scope.

Disciplined project management is to provide tools and techniques that enable the project team (not just project managers) to manage their work to comply with any such restrictions.