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Chapter 15 Project management
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Figure 15.1 Project management is the activity of defining, planning and controlling projects
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Figure 15.2 Differentiating projects using their volume and variety characteristics
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Figure 15.3 Differentiating projects by scale, complexity and uncertainty
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Figure Differentiating projects using the ‘diamond’ model Source: Reinventing Project Management: The Diamond Approach to Successful Growth and Innovation, Harvard Business School Press (Shenhar, A.J. and Dvir, D. 2007) p. 14, Figure 1-2, Copyright © 2007 by the Harvard Business Publishing Corporation, all rights reserved. Reprinted by permission of Harvard Business Review Press.
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Figure Different types of stakeholders based on positive and negative energy Source: Adapted from D’Herbemont, O. and César, B. (1998) Managing Sensitive Projects: A Lateral Approach, English version by Cutrin, T. and Etcheber, P., Routledge.
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Figure 15.6 The stakeholder power–interest grid
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Figure Matrix management structures often result in staff reporting to more than one project manager as well as their own department
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Figure 15.8 Stages in the project planning process
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Figure Work breakdown structure for a project to design an information interface for a new sales knowledge management system in an insurance company
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Figure 15.10 Using probabilistic time estimates
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Figure Gantt chart for the project to design an information interface for a new sales knowledge management system in an insurance company
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Figure Critical path analysis (activity-on-node method) for the project to design an information interface for a new sales knowledge management system in an insurance company
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Figure Gantt chart for the project to design an information interface for a new sales knowledge management system in an insurance company with latest and earliest start and finish times indicated
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Figure Resource profiles for the sales knowledge system interface design, assuming that all activities are started as soon as possible, and assuming that the float in activity c is used to smooth the resource profile
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Figure 15.15 Comparing planned and actual expenditure
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Figure 15.16 Crashing activities to shorten project time becomes progressively more expensive
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Figure 15.17 Network diagram for the Laz-skan development
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