مقاله درباره Manangement in project control

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Manangement in project control

I like to focus on project management on this little entry. Working closely with my collegues and senior-up's, I've realized that there is more to project management than just project management. Those two little words can actually hide a lot of verbs and necissary processes required to conduct successful project management. This I'm beginning to see. Yet so much more to actually learn. But before I focus more on this criticle aspect of an IT professionals life cycle, let me build up the plot by placing before you two normal situations that probably would have no serious bearing on the mind of a programmer:      a. Programmer working on a big project where you'll be one among the many programmers      working with a few modules.      b. Programmer working on a project where you'll be one of the few team members working on a     good chunk of the project and contributing a whole lot of stuff. Now which one sounds better? I know a few people might find both options pretty enticing. I do. But I've got something coming up in my work place that puts me pretty much in an option 'b' situation. If you ever thought about it, the kind of project you work on has implications from a career level point of view as well as on a personal level. Someone can probably lend a few words on how much weight a medium sized project with a hardly any team members can add to your resume, but from a knowledge perspective, medium sized projects with fewer team members provide a great opportunity to grow in terms of various dynamics provided you have the "Lets do it" attitude. In programming terms, you get more exposure on working the requirements and the project in its entirety and therefore you're forced to think, learn something new and implement it. In terms of management skills, an opportunity to play a lead role invariably crops up and therefore you get an opportunity to exercise people to people skills between the customer and parties concerned will be become imperitive. I remember the first project I worked for. It was just me, my colleague and a tough deadline. Late nights with lots of coffee become our best friend and carved in us a huge plethora of concepts, techniques and mind blowing solutions. That's when you realize that necessity is truly the mother of innovation. Does anyone concur? So all this sounds great and worth the effort. But evolution is taking a new turn for me and paving the way for an enhanced role. And I come back to this beautiful forum to seek opinions and expierience which I've found out have beautiful returns in terms of knowledge enhancement and getting a first-hand-view from the industry across boundries. Our team has just got a beautiful opportunity to work on a critical solution that needs to be implemented at an enterprise level in our organization. The project is challenging and I just can't wait to kick some C#. Speaking of kicking, the official kick-off for this project will hopefully occur some time next week. Apart from the programming part, my PM has further entrusted me with the added responsibility of securing and maintaining all the project processes so as get this system running within expected time

تحقیق درباره Project Management

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Project Management

Project management

Project management is the discipline of organizing and managing resources (e.g. people) in such a way that the project is completed within defined scope, quality, time and cost constraints. A project is a temporary and one-time endeavor undertaken to create a unique product or service, which brings about beneficial change or added value. This property of being a temporary and one-time undertaking contrasts with processes, or operations, which are permanent or semi-permanent ongoing functional work to create the same product or service over and over again. The management of these two systems is often very different and requires varying technical skills and philosophy, hence requiring the development of project management.

The first challenge of project management is to make sure that a project is delivered within defined constraints. The second, more ambitious challenge is the optimized allocation and integration of inputs needed to meet pre-defined objectives. A project is a carefully defined set of activities that use resources (money, people, materials, energy, space, provisions, communication, etc.) to meet the pre-defined objectives.

History of project management

As a discipline, project management developed from different fields of application including construction, engineering, and defense. In the United States, the forefather of project management is Henry Gantt, called the father of planning and control techniques, who is famously known for his use of the "Gantt" chart as a project management tool, for being an associate of Frederick Winslow Taylor's theories of scientific management[1], and for his study of the work and management of Navy ship building. His work is the forerunner to many modern project management tools including the work breakdown structure (WBS) and resource allocation.

The 1950s marked the beginning of the modern project management era. Again, in the United States, prior to the 1950s, projects were managed on an ad hoc basis using mostly Gantt Charts, and informal techniques and tools. At that time, two mathematical project scheduling models were developed: (1) the "Program Evaluation and Review Technique" or PERT, developed by Booz-Allen & Hamilton as part of the United States Navy's (in conjunction with the Lockheed Corporation) Polaris missile submarine program[2]; and (2) the "Critical Path Method" (CPM) developed in a joint venture by both DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects. These mathematical techniques quickly spread into many private enterprises.

At the same time, technology for project cost estimating, cost management, and engineering economics was evolving, with pioneering work by Hans Lang and others. In 1956, the American Association of Cost Engineers (now AACE International; the Association for the Advancement of Cost Engineering) was formed by early practitioners of project management and the associated specialties of planning and scheduling, cost estimating, and cost/schedule control (project control). AACE has continued its pioneering work and in 2006 released the first ever integrated process for portfolio, program and project management(Total Cost Management Framework).

مقاله درباره Manangement in project control

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Manangement in project control

I like to focus on project management on this little entry. Working closely with my collegues and senior-up's, I've realized that there is more to project management than just project management. Those two little words can actually hide a lot of verbs and necissary processes required to conduct successful project management. This I'm beginning to see. Yet so much more to actually learn. But before I focus more on this criticle aspect of an IT professionals life cycle, let me build up the plot by placing before you two normal situations that probably would have no serious bearing on the mind of a programmer:      a. Programmer working on a big project where you'll be one among the many programmers      working with a few modules.      b. Programmer working on a project where you'll be one of the few team members working on a     good chunk of the project and contributing a whole lot of stuff. Now which one sounds better? I know a few people might find both options pretty enticing. I do. But I've got something coming up in my work place that puts me pretty much in an option 'b' situation. If you ever thought about it, the kind of project you work on has implications from a career level point of view as well as on a personal level. Someone can probably lend a few words on how much weight a medium sized project with a hardly any team members can add to your resume, but from a knowledge perspective, medium sized projects with fewer team members provide a great opportunity to grow in terms of various dynamics provided you have the "Lets do it" attitude. In programming terms, you get more exposure on working the requirements and the project in its entirety and therefore you're forced to think, learn something new and implement it. In terms of management skills, an opportunity to play a lead role invariably crops up and therefore you get an opportunity to exercise people to people skills between the customer and parties concerned will be become imperitive. I remember the first project I worked for. It was just me, my colleague and a tough deadline. Late nights with lots of coffee become our best friend and carved in us a huge plethora of concepts, techniques and mind blowing solutions. That's when you realize that necessity is truly the mother of innovation. Does anyone concur? So all this sounds great and worth the effort. But evolution is taking a new turn for me and paving the way for an enhanced role. And I come back to this beautiful forum to seek opinions and expierience which I've found out have beautiful returns in terms of knowledge enhancement and getting a first-hand-view from the industry across boundries. Our team has just got a beautiful opportunity to work on a critical solution that needs to be implemented at an enterprise level in our organization. The project is challenging and I just can't wait to kick some C#. Speaking of kicking, the official kick-off for this project will hopefully occur some time next week. Apart from the programming part, my PM has further entrusted me with the added responsibility of securing and maintaining all the project processes so as get this system running within expected time

تحقیق درباره Project Management

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Project Management

Project Management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. A project is a finite endeavor—having specific start and completion dates—undertaken to create a unique product or service which brings about beneficial change or added value. This finite characteristic of projects stands in sharp contrast to processes, or operations, which are permanent or semi-permanent functional work to repetitively produce the same product or service. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management philosophy, which is the subject of this article.

The primary challenge of project management is to achieve all of the project goals and objectives while adhering to classic project constraints—usually scope, quality, time and budget. The secondary—and more ambitious—challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives. A project is a carefully defined set of activities that use resources (money, people, materials, energy, space, provisions, communication, motivation, etc.) to achieve the project goals and objectives.

History of project management

As a discipline, project management developed from different fields of application including construction, engineering, and defense. In the United States, the forefather of project management is Henry Gantt, called the father of planning and control techniques, who is famously known for his use of the Gantt chart as a project management tool, for being an associate of Frederick Winslow Taylor's theories of scientific management[1], and for his study of the work and management of Navy ship building. His work is the forerunner to many modern project management tools including the work breakdown structure (WBS) and resource allocation.

The 1950s marked the beginning of the modern project management era. Again, in the United States, prior to the 1950s, projects were managed on an ad hoc basis using mostly Gantt Charts, and informal techniques and tools. At that time, two mathematical project scheduling models were developed: (1) the "Program Evaluation and Review Technique" or PERT, developed by Booz-Allen & Hamilton as part of the United States Navy's (in conjunction with the Lockheed Corporation) Polaris missile submarine program[2]; and (2) the "Critical Path Method" (CPM) developed in a joint venture by both DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects. These mathematical techniques quickly spread into many private enterprises.

At the same time, technology for project cost estimating, cost management, and engineering economics was evolving, with pioneering work by Hans Lang and others. In 1956, the American Association of Cost Engineers (now AACE International; the Association for the Advancement of Cost Engineering) was formed by early practitioners of project management and the associated specialties of planning and scheduling, cost estimating, and cost/schedule control (project control). AACE has continued its pioneering work and in 2006 released the first ever integrated process for portfolio, program and project management(Total Cost Management Framework).

In 1969, the Project Management Institute (PMI) was formed to serve the interest of the project management industry. The premise of PMI is that the tools and

مقاله درباره Project Management

اختصاصی از ژیکو مقاله درباره Project Management دانلود با لینک مستقیم و پر سرعت .

لینک دانلود و خرید پایین توضیحات

فرمت فایل word  و قابل ویرایش و پرینت

تعداد صفحات: 11

Project Management

Project Management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. A project is a finite endeavor—having specific start and completion dates—undertaken to create a unique product or service which brings about beneficial change or added value. This finite characteristic of projects stands in sharp contrast to processes, or operations, which are permanent or semi-permanent functional work to repetitively produce the same product or service. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management philosophy, which is the subject of this article.

The primary challenge of project management is to achieve all of the project goals and objectives while adhering to classic project constraints—usually scope, quality, time and budget. The secondary—and more ambitious—challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives. A project is a carefully defined set of activities that use resources (money, people, materials, energy, space, provisions, communication, motivation, etc.) to achieve the project goals and objectives.

History of project management

As a discipline, project management developed from different fields of application including construction, engineering, and defense. In the United States, the forefather of project management is Henry Gantt, called the father of planning and control techniques, who is famously known for his use of the Gantt chart as a project management tool, for being an associate of Frederick Winslow Taylor's theories of scientific management[1], and for his study of the work and management of Navy ship building. His work is the forerunner to many modern project management tools including the work breakdown structure (WBS) and resource allocation.

The 1950s marked the beginning of the modern project management era. Again, in the United States, prior to the 1950s, projects were managed on an ad hoc basis using mostly Gantt Charts, and informal techniques and tools. At that time, two mathematical project scheduling models were developed: (1) the "Program Evaluation and Review Technique" or PERT, developed by Booz-Allen & Hamilton as part of the United States Navy's (in conjunction with the Lockheed Corporation) Polaris missile submarine program[2]; and (2) the "Critical Path Method" (CPM) developed in a joint venture by both DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects. These mathematical techniques quickly spread into many private enterprises.

At the same time, technology for project cost estimating, cost management, and engineering economics was evolving, with pioneering work by Hans Lang and others. In 1956, the American Association of Cost Engineers (now AACE International; the Association for the Advancement of Cost Engineering) was formed by early practitioners of project management and the associated specialties of planning and scheduling, cost estimating, and cost/schedule control (project control). AACE has continued its pioneering work and in 2006 released the first ever integrated process for portfolio, program and project management(Total Cost Management Framework).

In 1969, the Project Management Institute (PMI) was formed to serve the interest of the project management industry. The premise of PMI is that the tools and