By Harold Kerzner
Undertaking administration: A platforms method of making plans, Scheduling, and Controlling tenth variation through Harold Kerzner. John Wiley & Sons, Inc.,2009
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Extra resources for Project Management: A Systems Approach to Planning, Scheduling, & Controlling, 10TH EDITION
Rather, it implies that the selection of the “proper” project manager should be based on all facets of the project. 11 THE DOWNSIDE OF PROJECT MANAGEMENT Project management is often recognized only as a high-salaried, highly challenging position whereby the project manager receives excellent training in general management. For projects that are done for external sources, the project manager is first viewed as starting out with a pot of gold and then as having to manage the project so that sufficient profits will be made for the stockholders.
The technical capability to perform. Technical ability is critical to the successful pursuit and acquisition of a new project. In spite of the risks and problems, profits on projects are usually very low in comparison with commerical business practices. One may wonder why companies pursue project businesses. Clearly, there are many reasons why projects are good business: ● ● ● ● Although immediate profits (as a percentage of sales) are usually small, the return on capital investment is often very attractive.
Scope changes must be held to a minimum and those that are required must be approved by both the project manager and the customer/user. Project managers must be willing to manage (and make concessions/trade-offs, if necessary) such that the company’s main work flow is not altered. Most project managers view themselves as self-employed entrepreneurs after project go-ahead, and would like to divorce their project from the operations of the parent organization. This is not always possible. The project manager must be willing to manage within the guidelines, policies, procedures, rules, and directives of the parent organization.