Breaking the Code of Project Management by Alexander Laufer (auth.)

By Alexander Laufer (auth.)

This new vintage is an exam of the way to refigure undertaking administration to be extra effective and potent, quite when it comes to management. utilizing a case research method, the writer, Alex Laufer provides a particular set of guidance on how one can enhance the workforce method of any undertaking, be it a brand new airline jet or an IT project.

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The first set mainly focuses on the business and functional objectives, while each of the more detailed sets translates the previous set of objectives into technical requirements. Following is an example of the requirements formulated for a hydroelectric dam project: ● ● ● ● ● ● To produce 80 megawatts of electric power at the start and 100 megawatts a year later To provide 15,000 cubic meters of irrigation water To provide an object of national pride To use local materials and labor To be completed by February 1, 20XX To be installed and begin operation at a cost of no greater than $240 million The rationale for setting project objectives seems quite obvious, as without proper objectives the team might find itself trying to do the task right without necessarily doing the right task.

According to the current guideline, we should quickly explore the means to reduce end uncertainty. But what is the exact meaning of “quickly”? How fast should we attempt to reduce uncertainty? , stop prototyping)? The response to this question, however, is highly interrelated with the third question. The third question is about change. ” Yet, in our dynamic environment, business needs may change significantly and rapidly. What is the impact of change in business needs on project objectives and their technical requirements?

Fortunately for everyone involved, we moved on to solving those other issues and didn’t let the lack of a CPM become a major point of contention. The more I reflect on it, it seems to me that with so many open issues and uncertainties arising from the nature and pace of the project, it was impossible to submit a comprehensive, detailed and useful plan. Only through the systematic, collaborative efforts of the team to identify areas of uncertainty, and then to solve them immediately, was the project a success.

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