By Harvard Business School Press
Whilst a brand new undertaking is passed to them, readers can use this advisor to assist juggle the gamut of initiatives required to get the activity performed. The convenient instruments and checklists supply tips on how to:· establish valuable assets· increase schedules and set closing dates· Set and visual display unit budgets· converse development and difficulties
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Extra info for Managing Projects: Expert Solutions to Everyday Challenges (Pocket Mentor)
M W ( relations people were demanding information that Brett didn't have, and worst of all, Brett's boss had just asked if the division head could come and get a progress update. How far along were they? When would they begin to see the results of their efforts? How should Brett know? He was only the guy in charge. What was he doing wrong? And how could he get the project back on track before someone pulled the plug on it? What would YOU do? 32 Managing Projects In today's world, it's common to encounter cross-functional teams, teams created by people from several organizations, or teams made up of groups of people who have never worked together before.
The CPM helps you plan for this process. The critical activities are the ones that determine the total project t i m e t h o s e activities that must be completed on time for the project to meet its deadlines. Identifying which activities are critical allows you to allocate your resources most efficiently. For example, consider a project involving six activities with the following requirements and time expectations: Activity Requirement A Time t o Complete 5 days B 3 davs C A and B completed D E F B completed A com~leted C completed 4 days 7 days 6 davs 4 days The critical path (figure 1) can be diagrammed using circles to indicate the activity.
You'll also have a good idea of how long the project will take. The plan is the foundation for the build-up phase. How to Plan a Project 27 How t o Get the Project Going "Ifyou drive your project around without a map or ignore the orientation clues, you are missing the main features of the project plan. " -Martin Nemzow, high-tech consultant and author ith your plan in place, it's time to get going. In the build-up phase, your high-level plan turns into action. Your time estimates become schedules.
Managing Projects: Expert Solutions to Everyday Challenges (Pocket Mentor) by Harvard Business School Press