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Project Management
Published in John M. Centanni, Michael J. Roy, Biotechnology Operations, 2016
John M. Centanni, Michael J. Roy
Project management is the discipline of applying tools, techniques, and skills to plan, organize, and manage resources through the various phases of a project to accomplish project goals. Project management has strategic planning, operational, and closing phases as shown in Figure 2.1. In the planning phase, a group composed of functional area managers, the PM and corporate executives, consider the objectives and scope of the technical program outlined in the targeted product profile (TPP) and Product Development Plan (PDP). This product development planning process, described in Chapter 1, is based on the biopharmaceutical product characteristics and indication, resulting in a TPP and a PDP. It is important to have the TPP and PDP completed and agreed before writing a full Project Management Plan (PMP). Indeed, these technical roadmaps are a requirement if the newly formed project management team is to draft a useful PMP. In effect, the PMP is incorporated into the PDP.
Design feedback
Published in David Bownass, Building Services Design Methodology, 2002
Typically the review is chaired by a person who has had little involvement in the project and acts as facilitator to clarify and draw out information. The lead designers are asked to present six items on the project that went well and six that could be improved. (The number of items should be limited to ensure the key issues are flushed out although this guideline needs to be flexible enough to allow other obvious issues to be presented.) The issues can be anything to do with the project, e.g. design management, administration, resourcing, technical solutions, etc. The results are summarised by the facilitator onto project feedback sheets, circulated to the designers and copies placed in the central feedback information file (see Section 11.3.2).
Introduction
Published in John M. Nicholas, Herman Steyn, Project Management for Engineering, Business and Technology, 2020
John M. Nicholas, Herman Steyn
The most prominent feature of project management is the role of the project manager—the individual who has overall responsibility to plan, direct, and integrate the efforts of everyone associated with the project to achieve the project goal. In the role of project manager, one person is held accountable for the project and is dedicated to achieving its goals. The project manager coordinates the efforts of every functional area and organization in the project and oversees the planning and control of costs, schedules, and work tasks. As we will discuss, numerous other parties (stakeholders) are also involved in and crucial to project management; nonetheless, the role of project manager is a key feature distinguishing project-from non-project management.
Designers’ professional identity: personal attributes and design skills
Published in Journal of Engineering Design, 2020
Kamila Kunrath, Philip Cash, Maaike Kleinsmann
Project Management is the ability to develop and manage a project including planning project tasks, achieving milestones and evaluating effectiveness and outcomes. This skill in the context of DPI is the ability to manage work tasks efficiently and demonstrate competence and professionalism characterised by dynamic achievement and satisfaction (Skorikov and Vondracek 2011). The ability to plan a design project is a basic aspect of design work (Yang, You, and Chen 2005) and is especially important in a design consultancy context (Hakatie and Ryynänen 2007), where client’s demands and the designer’s decisions must be aligned to achieve an outcome that satisfies both parties. The development of a project plan with timelines and cost estimates sets the basis for the subsequent phases of the design process (Lewis and Bonollo 2002). Similarly, controlling project performance requires identification, evaluation, processing and monitoring of risks and, also, management of decisions to ensure their effectiveness (Gidel, Gautier, and Duchamp 2005).
Impacts of IDEF0-Based Models on the Usefulness, Learning, and Value Metrics of Scrum and XP Project Management Guides
Published in Engineering Management Journal, 2022
Manuel Mora, Olayele Adelakun, Sergio Galvan-Cruz, Fen Wang
Project Management refers to “the application of knowledge, skills, tools, and techniques to project activities to meet project requirements” (Dinsmore & Cabanis-Brewin, 2014, p. 4). Project Management is also considered a core process in the Systems Engineering and Engineering Management domains (Marzi et al., 2018) that demands discipline for “planning, monitoring, and controlling of one-time endeavors” (Dinsmore & Cabanis-Brewin, 2014, p. 4). In this stream of ideas, a project is defined as “a temporary endeavor undertaken to create a unique product, service, or result” (PMI, 2017, p. 4), and its temporary nature implies an agreed beginning and an expected end.
Evaluation of Information Systems Project Success – Insights from Practitioners
Published in Information Systems Management, 2022
Jaime Pereira, João Varajão, Nilton Takagi
In the context of this study, the evaluation process is defined as a set of activities (and related aspects) implemented to evaluate and report the success of a project (Varajão, 2016). Table 3 shows that, when the evaluation process is defined, in around 43% of cases, it is defined before the project starts, mainly during the project initiation or project planning. In 35.93% of cases, it is not formally defined, which is a matter of concern (“if you cannot measure it, you cannot manage it”).