Managing complex projects by Harold Kerzner, Carl Belack.

By Harold Kerzner, Carl Belack.

"This is the fourth in a brand new sequence of books co-branded with the foreign Institute for studying (IIL). It groups most sensible promoting writer Harold Kerzner with Senior IIL advisor Carl Belack, to target educating the elemental rules of handling complicated initiatives to skilled undertaking managers and others who locate themselves coping with huge tasks in a hugely complicated international setting. dealing with complicated Projects  Read more...

Frontmatter --
Project administration Framework --
Integration administration --
Scope administration --
Time administration --
Cost administration --
Human assets administration --
Procurement administration --
Quality administration --
Risk administration --
Communications administration --
Index.

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Sample text

For nontraditional or highly complex projects, cost is an issue until we approach the end of the project. At this point, risk and final value become important. However, this is just an example. In large, complex projects, the priorities in each life-cycle phase can change based on stakeholder interests and needs. indd 20 Special Expertise 7/22/10 6:12:54 PM TYPES OF PROJECT RESOURCES 21 T he preceding feature shows the various project resources that project managers may or may not have under their direct control.

The channels for governance must be clearly defined at the beginning of the project, possibly before the project manager is assigned. Changes in governance, which is expected the longer the project takes, can have a serious impact on the way the project is managed. indd 25 7/22/10 6:12:58 PM 26 PROJECT MANA GEMENT FRAMEWORK PROBLEM IDENTIFICATION AND SOLUTION Over the life cycle of a project, the prioritization of the constraints can change. indd 26 Identify Best Choice Obtain Approval Implement Measure Variance 7/22/10 6:12:58 PM P R O B L E M I D E N T I F I C AT I O N A N D S O L U T I O N 27 A ll problems have solutions, but not all solutions are good or even practical.

Business decisions may very well override technical decisions on projects. indd 34 7/22/10 6:13:02 PM WHY TRADITIONAL PROJECT MANAGEMENT MUST CHANGE 35 A s projects become more complex, the statements of work (SOWs) become less well defined and possibly ill defined. With all SOWs, assumptions are made. On long-term projects, realistic assumptions about politics, environmental conditions, and the economy are almost impossible to make. In such cases, the value achieved in the deliverable can be expected to become more important.

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