April 2025
Beginner
896 pages
21h 52m
English
Content preview from Project Management Case Studies, 7th Edition
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Part 10CONTROLLING PROJECTS
Controlling projects is a necessity so that meaningful and timely information can be obtained to satisfy the needs of the project's stakeholders. This control process includes measuring resources consumed, measuring status and accomplishments, comparing measurements to projections and standards, and providing effective diagnosis and replanning.
For cost control to be effective, both the scheduling and the estimating systems must be somewhat disciplined in order to prevent arbitrary and inadvertent budget or schedule changes. Changes must be disciplined and result only from a deliberate management action. This includes distribution of allocated funds and redistribution of funds held in reserve.
The Two‐Boss Problem
On May 15, 2011, Brian Richards was assigned full time to Project Turnbolt by Fred Taylor, manager of the thermodynamics department. All work went smoothly for four and one‐half of the five months necessary to complete this effort. During this period of successful performance, Brian had good working relations with Edward Compton (the Project Turnbolt engineer) and Fred.
Fred treated Brian as a Theory Y employee. Once a week Fred and Brian would chat about the status of Brian's work. Fred would always conclude their brief meeting with “You're doing a fine job, Brian. Keep it up. Do anything you have to do to finish the project.”
During the last month of the project, Brian began receiving conflicting requests from the project office and ...
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