RELATION BETWEEN PROJECT PLANNING, EXECUTION AND CONTROL
Relation between Project Planning, Execution And Control: Proposal And Presentation
by
Contents
Chapter 1: Introduction and Background3
PROJECT MANAGEMENT4
PROJECT CHARACTERISTICS6
Purpose of the research7
Chapter 2: Literature Review8
SOME BASIC CONCEPTS OF PROJECT MANAGEMENT8
Planning8
Management by exception8
Authority, blame and delegation8
Project manager's objectives9
PROCESS OF MANAGEMENT CONTROL9
Characteristics of a good management control system11
Scope control11
Project brief12
FUNDAMENTALS FOR PROJECT SUCCESS13
Executive control points13
Chapter 3: Methodology15
METHODOLOGY15
RESEARCH METHODS15
RESEARCH PHILOSOPHY15
POSITIVISM15
INTERPRETIVISM16
RESEARCH APPROACH16
RESEARCH STRATEGY16
AIM OF THE RESEARCH17
RESEARCH QUESTIONS17
TIME HORIZONS18
DATA COLLECTION METHODS18
ETHICS AND PROFESSIONAL ISSUES20
References21
Chapter 1: Introduction and Background
Significant improvement in expertise, particularly in communications, has increased the anticipations of most persons of the world. This is just as factual in the evolved nations, where sustaining the grade of prosperity is the main concern, as it is in the underdeveloped nations, where survival is the priority. However, critical financial strains have evolved in worldwide trade over the last ten years, producing in adversities in capital markets and with grades of external debt. The producing high cost of cash places a exceptional premium on the time it takes to entire a project and how well it is managed. Delays and poor management may considerably decrease the productive advantages and value of a project. Not only this, but in compelling a poor project to culmination, cash and other assets will be drawn away from other crucial and essential project opportunities. This has necessitated a grave reappraisal of how projects, particularly capital projects, are conveyed to thriving completion. Even with good project management, a owner of difficulties generally beset the mean capital project, These encompass political, financial, communal and personal adversities which impede progress initating grave hold ups in culmination or even failure. Major obstacles include:
l notion development
l environmental conditions
l market conditions
0 execution planninge organizational difficulties
l implementation
o control difficulties
o start-up and functioning difficulties.
So, after all that awful report, there is some good news. Project management is, in detail, actually very simple. It is just that persons someway manage to make it difficult! Of course, as projects become bigger and more convoluted, the productive management of them becomes somewhat more important to a thriving outcome. How well the project is managed will usually far outweigh how well any of the exact mechanical functions are performed. Thus, putting in place competent project management capability long before putting in place befitting conceive, technology or construction capability, is essential. The adversity appears to arise from the detail that on nearly all capital projects, there are several persons engaged who manage not actually or completely realise the method of conveying a capital project on stream. These encompass proprietors, sponsors, financiers, bankers, operators, political leaders, solicitors, accountants and, regrettably, even engineers. This is because project management is a exceptional and often unfamiliar, albeit ordered, notion of management directed to project-type work. Therefore, some rudimentary definitions should be clarified.
PROJECT MANAGEMENT
Unlike the somewhat stable state of an on-going enterprise, a project has some characteristic characteristics of its own. Capital undertakings commonly have a welldefined beginning issue and a well-defined target which recognises the culmination of the ...