Aims of Organizations (03/20/2008)
...S. Department of Energy after it became clear that the supposed “energy crisis” of the 1970s was no crisis at all. And an army tends to remain larger after a war than it was before the war. An organization that has attained its mission could simply disband, of course. But there is a strong tendency not to disband, one important reason being that the staff members develop stakes in their jobs....

The Goal Setting Process (03/20/2008)
... For example, should your state university attempt to offer a very wide range of programs or should it attempt to concentrate upon a few programs in which it already is strong? What should a nonprofit organization do when it achieves its goal, was the case with the March of Dimes when polio (infantile paralysis) was conquered? The organization could disband, of course. But that might be a waste of an expensive investment in organization. Setting Goals for Others Setting goals for other people is a difficult business. For example, the centrally planned Soviet economy had to set goals for each factory in order to evaluate performance. But it is almost impossible—perhaps just plain impossible—to set goals that will do what they are intended to do....

CHARACTERISTICS OF A PROJECT QUALITY MANAGEMENT PLAN (03/18/2008)
... It also involves communicating the correct methods for ensuring quality in a form that is understandable and complete. Quality assurance involves satisfying the relevant quality standards for a project and promoting continual quality improvement. Quality control involves accepting decisions, reworking, and process adjustments. Quality checkpoints are specific points at which quality can be checked. For example, users could test specific functionality or features of a new system to make sure it meets their needs as the project progresses....

How to create a WBS (03/18/2008)
... The highest level of the WBS, Level 0, is the entire project. The next level, Level 1, lists major groupings for tasks. The next level breaks down those major groupings into more specific tasks, and the decomposition continues. The lowest level in a WBS is called a work package. Experts suggest that work packages involve no more than eighty hours of work, but there are wide variations in the number of levels and amount of detail in WBSs....

Developing Your Approach to Managing (03/17/2008)
... By pushing the future they build a sense of professional excitement that becomes invigorating and contagious. Why an emphasis on building a proactive organizational unit? Can you really achieve any personal satisfaction from working in an organization that only reacts to its competitors? Losing the game is hardly a motivator. It is possible to build a proactive attitude in an organizational unit that provides a continuous flow of creative ideas and in the process builds a sense of excitement. It's only necessary to develop an environment that allows for socialization and the free flow of information and ideas on improving work methods and performance. Our current levels of sophistication too often defer our attention from some very basic principles like simplifying work methods, using the appropriate tools, considering organizational and people relationships, and above all placing people in positions where their strengths provide the greatest benefit to the organization and at the same time provide opportunities for career growth....

HOW TO CREATE A PLAN THAT ADDRESSES STAKEHOLDER ROLES (03/17/2008)
... It is important to state clearly which stakeholders are responsible for performing specific work, reviewing work, approving work, and so on. Tracking mechanisms include developing project metrics, using status and progress reports, and using earned value management. - Metrics are ways of measuring performance. Examples of project metrics could include the number of lines of code developed per week, the number of computers installed to date, and so on. - Status reports describe where the project stands at a specific point in time....

DEFINING AND SEQUENCING PROJECT TASKS (03/17/2008)
... - External dependencies involve relationships between project and nonproject tasks. For example, the installation of a new operation system and other software may depend on delivery of new hardware from an external supplier. Project network diagrams display the sequencing of tasks. Most project management software displays project network diagrams using the precedence diagramming method where boxes represent tasks and arrows connect related tasks. The longest path through a project network diagram is called the critical path....

PERFORMING RISK ASSESSMENT AND MITIGATION (03/17/2008)
... They can also be prioritized in rank order or by determining risk factors. If any tasks on the critical path take longer than planned, the project will not meet its target schedule date. It is very important, therefore, to understand potential schedule risks for critical tasks. There are several ways to reduce potential impacts of risk on the schedule. Project teams can include buffers or additional time before the project completion date to reduce the likelihood of a schedule overrun....

BUDGETING CONCEPTS AND TECHNIQUES (03/16/2008)
... There are several techniques for developing standard engineering estimates. Many software development estimates, for example, are based on an estimate of the number of lines of code and a cost per line of code. Project cost budgeting involves allocating the project cost estimate to individual work items, and they are usually allocated over time, such as months or years. Organizations have their own ways of budgeting. It is important to translate the project cost estimate into an appropriate format for the organization's budget....

General View of Managing (03/15/2008)
... You don't make progress in your career or in an organization by sitting on the sidelines. Something must happen to make progress. Focusing on any one single issue will not sustain an organization for the long term. All must be kept in balance, although one or more may have higher priorities depending on the circumstances. Consider each of the following single issues: excellence, results, profit, performance, sustainability, or benefit to the community....

Management and Managing: Is There a Difference (03/13/2008)
... Managing could be described as applying the theories of management. But that description lacks specificity; theories are applied to what, and for what purpose? Managing has also been described as being responsible for the work of others. True, but not sufficiently inclusive. Managing is about people—how to develop skills and competencies that meet the needs of the organization and provide opportunities for personal growth. For our purposes, consider managing as the practice, the art, and the act of doing....

Career Stages (03/13/2008)
... We're generally given direction, we're in a learning stage, and we may or may not contribute anything of significance to the total organizational effort. We'll probably also be asked to perform some mundane tasks. In these early days we'll often question the relevance of our assignments. Stage 1 provides us the opportunities to gain the necessary skills required to build a successful career; it's an opportunity to begin applying what we've learned. Stage 2 This is the time to become an independent as well as a major team contributor to the total organizational effort....

Management: Making the Decision (03/12/2008)
... As you thought about the idea you concluded that you probably possess the talent and some of the attributes associated with becoming a manager. You reflected on managers with whom you worked over the years as a professional and thought about what kind of manager you might be. You've worked with good and not-so-good managers but with only one that you really thought met your standards as a model manager. Deciding to become a manager is not an easy decision for you because you are aware of the commitment of time and energy the position requires. This is not an eight-to-five job, but as a professional you have worked longer than eight to five on many occasions....

Understanding Human Behavior (03/12/2008)
... Appraising employees and colleagues realistically requires judgment. Effective employee appraisal frustrates most managers. The options include the normal distribution curve, everyone's a star performer, team appraisal, or individual performance. Personnel appraisal is serious business. You're either building or destroying a career....

DEVELOPING A WORKABLE PROJECT SCHEDULE (03/12/2008)
... The WBS provides the basis for the list of tasks and their hierarchy. Project network diagrams display task dependencies and provide automatic generation of task dates. By using project management software to create Gantt charts and project network diagrams, you can easily create good project schedules and change the format and amount of detail displayed. For example, you can provide reports that list tasks by resource. However, remember the saying, "Garbage in means garbage out....

RESOLVING DISAGREEMENTS AMONG TEAM MEMBERS (03/07/2008)
... Managers who are very competitive or autocratic might favor this approach. - In withdrawal mode, is when you withdraw from an actual or potential disagreement. Little gets accomplished using this mode. Not all conflict is bad. Task-related conflict often improves team performance because team members discuss different approaches to producing project deliverables and often come up with even better solutions....

DEVELOPING AND MANAGING PROJECT BUDGETS (02/07/2008)
... Human resources are a major part of most project budgets. Funds for personnel must include compensation, benefits, overhead, overtime, and so on. Fully loaded amounts include compensation, benefits, and overhead. Projects often involve several trade-offs that must be made during the course of the project. For example, many projects use goods and services from suppliers, but the specific goods and suppliers may not be known when the budget is created....