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PROJECT MANAGEMENT IN PRACTICE
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Over the past several decades, more and more work has been accomplished through
the use of projects and project management. The use of projects has been growing at an
accelerated rate. The exponential growth of membership in the Project Management
Institute (PMI) is convincing evidence, as are the sales of computer software devoted
to project management. Several societal forces are driving this growth, and many economic
factors are reinforcing it. We describe these in Chapter 1 of this book.
A secondary effect has also been a major contributor to the use of project activity.
As the use of projects has grown, its very success as a way of getting complex activities
carried out successfully has become well established. The result has been a striking
increase in the use of projects to accomplish jobs that in the past would simply have
been turned over to someone with the comment, “ Take care of it. ”
What happened then was that some individual undertook to carry out the job with
little or no planning, little or no assistance, few resources, and often with only a vague
notion of what was really wanted. The simple application of routine project management
techniques signifi cantly improved the consistency with which the outcomes
resembled what the organization had in mind when the chore was assigned. Later, this
sort of activity came to be known as “ enterprise project management, ” “ management
by projects, ” and several other names, all of which are described as the project - oriented
organization.
Samuel J. Mantel, Jr. - Personal Name
Jack R. Meredith - Personal Name
Scott M. Shafer - Personal Name
Margaret M. Sutton - Personal Name
Jack R. Meredith - Personal Name
Scott M. Shafer - Personal Name
Margaret M. Sutton - Personal Name
4th Edition
NONE
PROJECT MANAGEMENT IN PRACTICE
Management
English
John Wiley & Sons, Inc.
2011
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