Presentation is loading. Please wait.

Presentation is loading. Please wait.

1 Termination and Sustainability When project end, the project manager’s responsibilities continue: equipment, staff, deliverables, final reports etc.

Published byLisbeth Waldrum Modified over 9 years ago

Similar presentations

Presentation on theme: "1 Termination and Sustainability When project end, the project manager’s responsibilities continue: equipment, staff, deliverables, final reports etc."— Presentation transcript:

1 1 Termination and Sustainability When project end, the project manager’s responsibilities continue: equipment, staff, deliverables, final reports etc. Project maintenance: is a separate and distinct undertaking from the initial project The fastest growing area of project management lies in the information area (T i SPAR MED OPPRETT )

2 2 Key Lesson 1 Avoiding pitfalls. Recognize that problems will arise in spite of best efforts. Three principal sources of project failure: Organizational factors: arbitrary rules, micromanagement from the top, right people, haphazard budgeting: Coordinate & influence. Recognize limits & frustrations.Spend much time on what you can influence.

3 3 Key Lesson 2 Inability to Identify Customer Needs and to Specify Requirements Adequately. What is suggested, approved and ordered and what is actually required. Management’s view, designer’s opinion & ”expert” opinion. Customer needs and project requirements are major sources of project failure

4 4 Key Lesson 3 - Poor planning and control: Instruments: WBS (Work-Breakdown Structure) Gantt Charts, PERT charts (Program Evaluation & Review Technique) /CPM charts (Critical Path Method), Resource Matrix, Resource Gant Chart, Resource Spreadsheet, Resource Loading Charts or histogram, Resource Levelling, Graphic Control of Projects. How much planning and control should we undertake?

5 5 Key Lesson 4 Not enough to avoid pitfalls. The project manager must also guide the project forward proactively. Project guidance has something to do with: Leadership Entrepreneurship Politics: the ability to influence others

6 6 Produksjons- og innovasjonsprosessene Lederskap Input og etterspørsel Utviklingsspørsmål Organisering & styring Produksjon Engasjement & Økonomiske resultater

7 7 The opponents?

8 8 A systems theoretical picture: [1a]- organisational environment & projects 2- project localization & identification 3. organizational policy & projects ______________II__________________ 4- project management 5- project staff & teams 6- empowerment & team identity ______________III__________________ 7- tasks & activites 8- project evaluation [1i]- termination & sustainability key lessons to learn

Download ppt "1 Termination and Sustainability When project end, the project manager’s responsibilities continue: equipment, staff, deliverables, final reports etc."

Similar presentations

Mag. Maria Peer1 Projects are all the work we do once. Every project produces an outcome and every project has a beginning and an end. Each one produces.

Mag. Maria Peer1 Projects are all the work we do once. Every project produces an outcome and every project has a beginning and an end. Each one produces.
Project Management CHAPTER SIXTEEN McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

Project Management CHAPTER SIXTEEN McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
1 PROJECT MANAGEMENT Politics of Project Management The Project Life Cycle Project Actors & the job The Project Manager.

1 PROJECT MANAGEMENT Politics of Project Management The Project Life Cycle Project Actors & the job The Project Manager.
Project Scope Management (Day 2)

Project Scope Management (Day 2)
© 2005 by Prentice Hall Chapter 3 Managing the Information Systems Project Modern Systems Analysis and Design Fourth Edition Jeffrey A. Hoffer Joey F.

© 2005 by Prentice Hall Chapter 3 Managing the Information Systems Project Modern Systems Analysis and Design Fourth Edition Jeffrey A. Hoffer Joey F.
Scheduling The Project  Scheduling Planning, budgeting and scheduling are all part of the same process Planning a project, developing a budget for it,

Scheduling The Project  Scheduling Planning, budgeting and scheduling are all part of the same process Planning a project, developing a budget for it,
Defining activities – Activity list containing activity name, identifier, attributes, and brief description Sequencing activities – determining the dependencies.

Defining activities – Activity list containing activity name, identifier, attributes, and brief description Sequencing activities – determining the dependencies.
© 2008 by Prentice Hall 3-1 ITCS311 Systems Analysis and Design Dr. Taher Homeed Feb 2010 Department of Computer Science College of IT University of Bahrain.

© 2008 by Prentice Hall 3-1 ITCS311 Systems Analysis and Design Dr. Taher Homeed Feb 2010 Department of Computer Science College of IT University of Bahrain.
Systems Analysis and Design 9th Edition

Systems Analysis and Design 9th Edition
Chapter 17 Project Management 1Saba Bahouth – UCO.

Chapter 17 Project Management 1Saba Bahouth – UCO.
1 Operations Management Lesson 5 Project Management.

1 Operations Management Lesson 5 Project Management.
McGraw-Hill/Irwin ©2008 The McGraw-Hill Companies, All Rights Reserved SECTION 12.1 PROJECT MANAGEMENT.

McGraw-Hill/Irwin ©2008 The McGraw-Hill Companies, All Rights Reserved SECTION 12.1 PROJECT MANAGEMENT.
Jump to first page Dr. Henry Deng Assistant Professor MIS Department UNLV IS 488 Information Technology Project Management.

Jump to first page Dr. Henry Deng Assistant Professor MIS Department UNLV IS 488 Information Technology Project Management.
1 Project Management These slides are partially based on the following book: Frame, Davidson J. Managing projects in organizations: how to make the best.

1 Project Management These slides are partially based on the following book: Frame, Davidson J. Managing projects in organizations: how to make the best.
Chapter 3 Managing the Information Systems Project

Chapter 3 Managing the Information Systems Project
Class 28: Chapter 16: Project Management Class 28 Agenda –Collect Player Diary 2 and Conduct Player Audit No emailed diaries – 5 PM Deadline –Discuss Grade.

Class 28: Chapter 16: Project Management Class 28 Agenda –Collect Player Diary 2 and Conduct Player Audit No ed diaries – 5 PM Deadline –Discuss Grade.
© 2008 by Prentice Hall 1 Chapter 2. © 2008 by Prentice Hall 2 Project – a planned undertaking of related activities to reach an objective that has a.

© 2008 by Prentice Hall 1 Chapter 2. © 2008 by Prentice Hall 2 Project – a planned undertaking of related activities to reach an objective that has a.
1 SOFTWARE PRODUCTION. 2 DEVELOPMENT Product Creation Means: Methods & Heuristics Measure of Success: Quality f(Fitness of Use) MANAGEMENT Efficient &

1 SOFTWARE PRODUCTION. 2 DEVELOPMENT Product Creation Means: Methods & Heuristics Measure of Success: Quality f(Fitness of Use) MANAGEMENT Efficient &
Project Scheduling & Budgeting CEE 402 Engineers Without Frontiers Lecture 6 February 26, 2003.

Project Scheduling & Budgeting CEE 402 Engineers Without Frontiers Lecture 6 February 26, 2003.
Part II Project Planning © 2012 John Wiley & Sons Inc.

Part II Project Planning © 2012 John Wiley & Sons Inc.

Similar presentations

Ads by Google