Project management, Fourth Edition by Harvey Maylor

By Harvey Maylor

Venture administration is written for college kids on undergraduate, masters and MBA programmes, in addition to for company education and for pros practicing in a dynamic and fast-developing box.

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For this sector, identify the likely pressures on project managers and the implications for them as a result of these. 7 Find examples of projects that fit into each of the categories of project – first-timers, as . . but . . s, and painting by numbers. Briefly discuss how the category would influence how you would expect to manage the particular project. 8 Consider the definitions of ‘project’ provided by each of the professional bodies. What are the similarities and differences? 9 Does it matter what we call a project?

The product that has led to the revival of Apple Inc’s fortunes since 2000 is the iconic iPod. Launched in 2001, like most new products its development was managed through a programme of projects – that is, a coordinated set of projects with a common goal. These included: 1 The development of the hardware – from the electronics to the ‘look and feel’ of the product. 2 The development of the software – the user interface, the firmware. 3 Establishing iTunes – vital for the success of the product was the content that could be loaded onto it.

BS 6079 does not recognise this emergence (A unique set of coordinated activities, with definite starting and finishing points, undertaken by an individual or organisation to meet specific performance objectives within defined schedule, cost and performance parameters) and many projects would fail this definition test. It is not clear what they would then be called or what would be an appropriate toolset to manage them. It is a fact that many projects start with a limited or high-level view of what will constitute their performance measures and it is quite normal for such criteria to evolve as the project progresses.

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