A journey through never-never land: from business planning to project implementation

Article Abstract:

Organizations must work to bridge the gap between the development of company strategies and action undertaken by project teams for actual project implementation. Project alignment follows the identification of strategic objectives, where a project sponsor is assigned the materials and clout needed to work on specific areas. Such sponsorship must adapt a structured format where groups can influence needed members across all levels of the organization. After establishing project-specific alignment, the company then prepares project plans to complete project implementation.

Planning, Business planning

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Managing design-to-cost engineering projects

Article Abstract:

The popularity of design-to-cost engineering projects is rising amidst greater awareness of resource limitations among project proponents such as private companies and government agencies. However, traditional project management tools are not enough to effectively manage design-to-cost projects. Early definition of project requirements, comprehensive staffing, accountable assignments, task and schedule control and communications and coordination are the factors to be considered in design-to-cost engineering projects.

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The project manager/functional manager partnership

Article Abstract:

A healthy working relationship between a project manager (PM) and a functional manager (FM) is necessary for the success of an organization's project performance. Companies need to adapt a structure that is most applicable to the types of projects they develop. Such a structure will settle issues on potential conflict between PMs and FMs, set guidelines for resource use, and determine limits to involvement in project planning and performance, particularly for FMs.

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