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Project Management Tools to Help Avoid Conflicts

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Abstract

Chapter 8 is not a lecture on Project Management, but a discussion of those tools of Project Management which are especially helpful in avoiding conflicts. For other tools which are used in Project Management we suggest that the reader refers to the publications given at the end of this chapter. The main tool to avoid conflicts during execution and acceptance of a project is the detailed project plan, which should be prepared before even bidding for a project. It should be refined after the project has been obtained, in order to give the right preparation to execute the project by the Project Manager and his team. Reference is made to Chap. 2.

How to prepare a good project description and the project’s objective are described leading to the detailed project specifications or as they are also called to the task statement together with the project guarantees. On the basis of the specifications the development of the very important work breakdown structure (WBS) is discussed. The work breakdown structure and the resulting PERT analysis are shown to be the key elements to manage and monitor the project.

The establishment of the budget on the basis of the work breakdown structure is discussed together with procurement procedures and cost control techniques, which should lead to the planned results of the project. Reporting to the client is shown as the essential tool for the success of the project.

A discussion of how to prepare a project risk analysis together with the main elements to be taken into account in the course of the risk analysis is given. The risk analysis being the final tool for top management to decide on “go” or “no-go” for the project.

After having prepared the detailed project plan and a “go” is given by top management the other important element then is the selection of the project manager together with his team, if he had not already been appointed for contract negotiations. This selection is the second key element to move the project to success and to avoid conflicts. How to go about choosing the staffing is discussed.

A section with case studies and questions for the reader rounds up the chapter.

Keywords

Project Manager Project Plan Critical Path Task Statement Work Package 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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References

  1. Eisner H (2002) Essentials of Project and Systems Engineering Management, New York, USA.Google Scholar
  2. Daenzer W F (1977) Systems Engineering, Köln, Germany.Google Scholar
  3. Felding F (2005) Senior Project Manager Course, Maersk Training Centre A/S, Svendborg, Denmark.Google Scholar
  4. Henley E J, Kummoto H (1981) Reliability Engineering and Risk Assessment, New Jersey, USA.Google Scholar
  5. Turner J R (1993) The handbook of Project-based Management, McGraw Hill.Google Scholar
  6. Elkjaer M, Felding F (1999) Applied Project Risk Management, International Project Management Journal Vol. 5, No. 1, Finland.Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2008

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