By Harold Kerzner, Carl Belack.
"This is the fourth in a brand new sequence of books co-branded with the overseas Institute for studying (IIL). It groups top promoting writer Harold Kerzner with Senior IIL advisor Carl Belack, to target educating the elemental rules of coping with complicated initiatives to skilled undertaking managers and others who locate themselves coping with huge initiatives in a hugely complicated worldwide atmosphere. coping with advanced Projects comprises the total IIL course--both textual content and accompanying illustrations in effortless and obtainable language and format"-- Read more...
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Additional resources for Managing complex projects
In large, complex projects, the priorities in each life-cycle phase can change based on stakeholder interests and needs. indd 20 Special Expertise 7/22/10 6:12:54 PM TYPES OF PROJECT RESOURCES 21 T he preceding feature shows the various project resources that project managers may or may not have under their direct control. On complex projects, very few of these are directly under the control of the project manager. Some of these resources require additional comment. indd 21 Money. Once budgets are established and charge numbers are opened, project managers focus more on project monitoring of the budget rather than management of the budget.
In the future, the assumption that the original plan is correct may be a poor assumption. As the project’s business needs change, the need to change the plan will also be evident. Also, decision making based entirely on the triple constraint, with little regard for the final value of the project, may be a poor decision. Simply stated, today’s view of project management is quite different than the views in the past, and this is partially the result of having recognized the incremental benefits of project management over the past two decades.
Because of scope changes, the statement of work may undergo several revisions over the life cycle of the project. New governance groups and new stakeholders can have their own hidden agendas and demand that the scope be changed or else they might even cancel their financial participation in the project. Finally, whenever you have a long-term complex project where continuous scope changes are expected, the final target may be moving. In other words, the project plan must be constructed to hit a moving target.