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Project Management
这是一篇关于Project Management的思维导图，主要内容包括：Chapter 12: Project Closeout and Termnination，Chapter 11: Project Evaluation and Control，Chapter 10: Resource Management，Chapter 9: Project Scheduling。
编辑于2025-06-24 12:35:50- 资源管理
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Project Management
Chapter 1 Introduction: Project and Project Management
What is Project?
Definition
Project is a temporary endeavor undertaken to create a unique product or service
A project is a unique venture with a beginning and an end, conducted by people to meet established goals within parameters of cost, schedule, and quality
Projects are goal-oriented, involve the coordinated undertaking of interrelated activities, are of finite duration, and are all, to a degree unique
Characteristics
specific objectives
start and end
fund
resources
multifunctional participation
Project / Process
Some projects are followed by processes
Why do we need project?
basis for value-added business
bring innovation
Project life cycle
Definition
A PLC describes the various stages in a project's development from the beginning to the end
Typical PLC
Conceptualization
Planning
Execution
Evaluation
Determinants of project success
Classical criteria
budget (cost)
time (schedule)
performance (quality)
New criteria
classical criterial+client acceptance
Reasons for failure
Demand
lack of demand management
Organization
lack resource
Plan and control
lack of good plan and control
Project Management Maturity Models
Purpose of benchmarking
systematically manage the process improvements of project delivery by a single organization over a period of time
Necessary framework
analyze and critically evaluate
compare
define improving route
Features
High maturity
Institutionalized, seeks continuous improvement
Moderate maturity
Defined practices, training programs, organizational support
Low maturity
Ad hoc process, no common language, little support
Project Management and its History
Project manager responsibilities
forming a team
developing project objectives and a plan for execution identifying requirement and logic plan
performing risk management activities
cost estimation and budgeting
scheduling
managing resource
Chapter 2 Organization: Strategy, Structure and Culture
Project and Organizaitonal Strategy
Strategic management
formulating, implementing, and evaluating cross-functional decisions that enable an organization to acheiveits objectives
Step 1: Developing vision statements and mission statements
Vision
focal point
what to be
Mission
what services to be provided to the society
to whom the service will be provided
Step 2: Formulating, implementing, and evaluating strategies
fomulation stage
SWOT Matrix
Step 3: Making cross-functional decisions
projects can aggregate resources cross functional areas
Step 4: Acheiving objectives
Stakeholder Management
Identify project stakeholders
Internal stakeholders
External stakeholders
Managing stakeholders
Assess the environment
Identify the goals of principal actors
Assess your own capabilities
Define the problem
Develop solutions
Test and refine the solution
Organizational Structure
reporting relationships
number of levels
span of control
Types
Functional Organizaitons
suitable for low uncertainty
pros
efficiency, no dumplication of effort or unused resources
easy to maintain valuable intellectual capital
cons
functional isolation
no logic location for a central project management
easy to suboptimize the project's development
customer are not the primary focus of everyone
Project Organizations
pros
assigns authority solely to the project manager
improves communication across organization
promotes the expertise of project management professionals
encourage flexibility and rapid response to opportunities
cons
seeting up and maintaining teams can be expensive
potential for inefficient use of resources
difficult to maintain intellectual capital
members concern about their future once project ends
Matrix Organizaitons
Matrix
Weak Matrix (Functional Matrix)
suitable for projects with simple techniques
functional manager controls resources
project manager coordinate the activities, as a link between the departments and project deliverables
Strong Matrix (Project Matrix)
suitable for projects with complex techniques
project manager controls activities and functions
functional manager is mostly consultative
pros
suited to dynamic environments
enphasizes the dual importance of project management and functional efficiency
promotes coordination a cross functional units
maximizes scarece resources utilization between projects
cons
significant time required to negotiate resource sharing
frustrating workers fue to two bosses
Project Management Office
PMO
technical details and records
a centralized unit within an organization or department that oversees or improves the management of projects
Alternative levels
actual project level, direct support for each project
functional level, support for a specific business unit
corporate level, overall corporate support
Critics
places all the eggs in one basket
another layer bureacracy
bottleneck for communications
Organizational Culture
Elements
Unwritten
Rules of behaviour
Held by some subset of the organization
Taught to all new members
Effects
departments interact and support each other
employee bakances goals
project planning process
managers evaluate the performance
Three layers
material culture
institutional culture
spiritual culture
Chapter 3: Project Selection
Project Selection
Criteria
realism
capability
flexibility
ease of use
cost
Models Classes
Numeric models
Nonnumeric models
Approaches to Project Screening and Selection
Checklist model
cons
subjectice nature
fail to resolve trade-off issues
Simplified Scoring Models
importance weight
score value
mutiply to get weighted score
overall score
pros
easy to tie critical strategic goals
easy to comprehend and use
cons
score is not accurate
depend on relevance and weights of criteria
The Analytical Hierarchy Process (AHP)
Limitations
not adequately account for negative utility
all criteria should be fully exposed and accounted for at the beginning
Structuring hierarchy of criteria
Building judgement matrix
A-C judgement matrix
C-P judgement matrix
consistency check
consistency index
less CI, more consistency
benchmark
RI
consistency ratio (CR)
CR=CI/RI
CR<0.1, have required consistency
Single Hierarchy Rank
find eigenvector corresponding to the maximum eigenvalue of the matrix
nomalize the eigenvector
elements of W indicates the relative importance of the alternatives upon the higher hierarchy
Total hierarchy rank
compute the maximum eigenvalue and corresponding normalized eigenvector of matrix
Profile Model
conside two variable
risk and return
three principles
same risk, higher return wins
same return, lower risk wins
have maximum allowable risk and minimum desired return
pros
give managres a chance to map out risk and returns
provide another method for eliminating alternatives with too much risk and too little return
cons
only two criteria
risk may not be quantified
Financial Models
Payback Period
Net Present Value
Discount Payback
Internal Rate of Return
pros
compare alternative projects from the perspective of expected ROI
cons
only when project-generated cash flows can be reinvested in new projects at similar rate of return
multiple solutions
Project Portfolio Management
Chapter 4: Leadership and Project Manager
Leaders vs Managers
Manager
an individual who has received a title within the organization that permits to plan, organize, direct, and control the behvavior of others within department or area of oversight
Leadership
less administration, more interpersonal relationships
ability to inspire confidence and support among the people who are needed to achieve organizational goals
How the Project Manager Leads
Duties and Roles
Aquiring project resources
Building and motivating teams
Having a vision and fighting fires
Communicating
Leadership and Emotional Intelligence
Emotional intelligence
Contents
recognize one's own and other people's emotions
discriminate between different feelings and label them appropriately
use emotional information to guide thinking and behavior
Elements
Self-wareness
Self-regulation
Motivation
Empathy
Social skill
Traits of Effective Project Leaders
basic honesty
say what they mean
言想合一
live up to their promise
说行合一
change the atmosphere
fix the top
foster joint accountibility
redefine project success
Project Champions
Characteristics
without the officially approval of organizations
true entrepreneurial talent for recognizing value in innovative ideas or products
risk takers
Types
creative originator
entrepreneur
godfather or sponsor
project manager
What do champions do
traditional duties
technical understanding
leadership
coordination and control
obtaining resources
administrative
non-traditional duties
cheerleader
visionary
politician
risk taker
ambassador
How to make a champion
identify and encourage the emergence of champions
encourage and reward risk takers
champions are connected emotionally to projects
nontraditional management skills
The New Project Leadership
Competencies
understands and practices the power of appreciation; allow others to develop to their best potential
reminding people what's important
generates and sustains trust; behave with authenticity, fairness, honesty, and caring
regard team members as intimate allies
Challenge
internationalized phenomenon
recognize management style and make necessary accomodations when dealing with project team members from other countries
Suggestions
develop a detailed understanding of the environment
do not stereotype
be genuinly interested in cultural differences
appreciate alternative means
listen actively and empathetically
Project Management Proffessionalism
Reasons
project work becomes standardized
critical need to upgrade the skills of doing project
need to create a clear career path for project managers and support personnel
Suggested Strategies
Match personalities to project work
Formalize the organization's commitment to project work with training programs
Develop a reward system for project management different from normal functional reward schedules
Identify a distinct career path for project professionals
Chapter 5: Scope Management
controlling a project in terms of its goals and objectives through the processes of conceptual development, full definition, execution, and terminaiton
Project Planning
define what, whom, when, inorder to fulfill assigned responsibility
Conceptual Development
addresses project objectives by finding the best ways to meet them
define nature, purpose, goals
The Scope Statement
Problem Statement
simple and based on clearly understood needs
Statement of Work (SOW)
work required for project
to enlarge the market, the work could be developing a updated product with low cost
to earn more money, the work could be developing a high-end new generation of product
Elements
Introduction and background
root needs
Technical desription of the project
technical capabilities or technical challenges
The line and milestones
time frame to completion and project deliverables
summary of the conceptual development
from general to specific
Scope statement
Key steps
establish the project goal criteria
goal criteria: cost, schedule, performance and deliverables
deliverabls: any measurable, tangible, verifiable outcome, result, ot item that must be produced to complete a project or part of a project
develop the management plan for the project
organizaitonal structure
policies and procedures
job descriptions
reporting structure
establsih a work breakdown srtucture (WBS)
Work Breakdown Structure (WBS)
a process that sets a project's scope by breaking down its overall mission into a cohesive set of synchronous, increasingly specific tasks
Work Packages
Definition
lowest level of WBS, composed of short-duration tasks that have a defined beginning and end, are assigned costs, and consume some resources
Features
lowest level in the WBS
deliverable result
one owner assigned
a project in itself
include several milestones
milestone— significant event
optimal size— labor hours, calendar time, cost, report period, and risks
Logic of Hierarchy
Subdeliverables
rolled-up summary of the outcome of two or more work packages
create a scope baseline
a summary description of each component of the project's goal, including basic budget and schedule information for each activity
the project's scope fixed at a specific point in time
Organizational Breakdown Struture (OBS)
define the work to be accomlished and assign it to the owners of the work packages; budgets are assigned to departmental accounts
Benefit
better initial linking of project activities and their budgets
at a departmental level and individual by individual basis
Responsibility Assignment Matrix (RAM)
identidy team personnel who is responsible for each task
Difference between OBS and RAM
OBS focuses on the organization structure. It shows how tasks are distributed across different teams or departments. OBS is about who does what part of the project (organization perspective)
RAM focuses on specific tasks. It shows who is responsible for each task. RAM is about who does each specific task (task perspective)
Work Authorization
Features
Contractual requirments
specific functionality, or performance criteria
Valid consideration
clear commitments of both parties
Contracted terms
damages in case of nonperformance
Structure contractual arrangements
Types
Lump-sum (turnky) contracts
clearly understood project parameters and attendant cost estimated accurately
Cost-plus contracts
unknown cost
Scope Reporting
信息类型，向谁汇报，如何被利用传播
信息的流动情况
Common Information Updates
Cost status
Schedule status
Technical performance status
Stakeholders
team members
project clients
top management
other groups affected
external stakeholders
Control Systems
Typical parts
Reasons for changes
Initial planning errors, either technological or human
Additional knowledge of project or environment conditions
Uncontrolable mandates
Client requests
Project Closeout
handout records and reports
importance
start with end in mind
Closeout documentation
historical records
used to predict trends
postproject analysis
performance
financial closeout
funds
Six main activities of Scope Management
Chapter 6: Team Building, Conflict, and Negociation
Building the project team
Basic steps
Characteristics of effective project teams
A clear sense of mission
A productive interdependency
Cohensiveness
Trust
Enthusiasm
Results orientation
Reasons why team fails
Poorly developed or unclear goals
Poorly defined project team roles and interdependencies
Lack of team motivation
Poor communication
Poor leadership
Turnover among project team members
Stages in group development
Forming
members get to know one another
lay the basis for project and team ground rules
Stoming
conflict begins as team members begin to resist authority and demonstrate hidden agendas and predudices
Norming
agree to work together, develop close relationships, and commit to project
Performing
group members work together to accomplish their tasks
Conflict management
What is conflict
someone has frustrated or is about frustrate a major concern of yours
Categories
Goal-oriented conflict
results from multiple perceptions of the project
goal本身不一样
fueled by different interpretations
对goal的理解分歧
Administrative conflict
centered on disagreements about reporting relationships
easily arises in matrix organization structures
Interpersonal conflict
occurs with personality defference members and important stakeholders
性格
sources include different work ethics, styles, etc
价值观
View of conflict
Traditional view
negative effect
attitude
suppression and elimination
Behavioral view
passive
natural and inevitable
attitude
manage conflict effectively
Interationist view
active
prevent organization from stagnant and apathetic
attitude
encourage to optimal level
Sources
Organizational causes
Reward systems
Scarce resources
Uncertainty over lines of authority
Differentiation
Interpersonal causes
Faulty attributions
Faulty communication
Personal grudges and prejudices
Resolving methods
Mediate the conflict
Defussion: less concerned with the source than with a mutaully acceptable solution
Arbitrate the conflict
impose a judgement on the a judagement on the warring parties, minimize personalities
Control the conflict
give it couple of days for the two parties to cool down
Accept the conflict
leave it there as the two members' personalities are not compatible
Eliminate the conflict
transfer or fire a member if there is a clearly guilty party
Negotiation
Prior to negotiation
self-assessment
How much power do I have
What sort of time pressures are there
Do I trust my opponent
suggestions
separate the people from problem
focus on interests, not positions
Chapter 7: Cost Estimation and Budgeting
Cost Management
Common Sources
Labor
Materials
equipment
supplies
Subcontractors
Equipment and facilities
Travel
Nature of Costs
type
Direct costs
(direct labor cost rate)*(total labor hours)=total direct labor costs
necessary materials
Indirect costs
overhead costs
selling and general administration costs
Simple method
relate indirect costs to direct costs
frequency
Nonrecurring costs
一次性
Recurring costs
opportunity to be adjusted
Fixed costs
Variable costs
schedule
Normal costs
routine process
Expedited costs
unplanned costs
Cost Classification
Cost Estimation
Common Methods
Methods Selection
firm's industry
cost variables
successful project management
number of similar projects
project managers
budgeting requirments
Learning Curve
Creating a Project Budget
top-down budgeting
Assumption
senior management is experienced with past projects and in a position to provide accurate feedback
Sconarios
new project manager, old top manager
pros
accurate, in aggregate
cons
fiction between top and lower levels & lower managers
bottom-up budgeting
Scenarios
skilled project manager, wide top manager
pros
facilitates coordination between managers and functional department
a clear view for prioritization
cons
reduces top management control
time consuming
Activity-Based Costing
assigns costs first to activities and then to project based on each project's use of resources
projects consume activities and activities consume resources
Steps
Identify the activities
Identify the cost drivers associated with the activity
Compute a cost rate per cost driver
Assign costs to projects
Developing Budget Contingencies
Reasons
Project scope is subject to changes
Murphy's law
Cost estimation must anticipate interaction costs
Normal conditions are rarely encountered
Stakeholders' attitude
Project teams
Clients
asked to cover poor budget control
seems to an arbitrary process
Benefits
allows for the negative effects of both time and money variance
as first project fire alarm
early warning signal of potantial overdrawn budget
top management can take serious look and begin formulating fallback plans
Project 8: Project Scheduling: Network, Duration Estimation, and Critical Path
Project Shceduling
Sequential Logic of Activities
Predessessors
those activities that must occur before others can be done
Successors
those activities that must occur after others can be done
Network diagram
schematic display of the project's activities and the logical relationships between them
Why activity networks are improtant
interdependence
interrelationship
master scheduling
critical activities
dates for start and end
Key Scheduling Terminology
Work package
a deliverable at the lowest level of the WBS, normally has an expected duration and cost; also named task or activity
Path
a sequence of activities defined by the project network logic
Early start date
the earliest possible date on which uncompleted portions of an activity can start, based on the logic and schedule constraints
Late start date
the latest possible date that an activity may begin without delaying a specified milestone
Foat
the amount of time an activity may be delayed from its early start without delaying the finish of project
Float=LS-ES
Critical Path
the path through the project network with the longest duration
Developing a Network
Serial activities
Concurrent activities
Merge activities
those with two or more immediate predecessors
Burst activities
those with two or more immediate successor activities
Duration Estimation
Ways to estimate
Experience
Expert opinion
Mathematical derivation
Expected duration times (TE)
TE=(a+4m+b)/6
Constructing the Critical Path
Applying time estimationto network allows a=us to discover
Overall project length
Activity float
Latest and earliest times
Forward and Backward passes
Forward passes
fromthe first activity to the last, which determines the earliest times
EF=ES+Dur
Backward pass
fromthe final activity forward to the beginning, which determines the latest times
LF-Dur=LS
Float=LF-EF=LS-ES
Reduce critical path
eliminate tasks on the critical path
replan serial paths to be in parallel
Overlap sequential tasks
shortern the duration on the critical path tasks
shorten early tasks
shorten longest tasks
Chapter 9: Project Scheduling: Lagging, Crashing, and Activity Networks
Lags in Precedence Relationships
Finish to Start
should be added during forward pass
should be subtracted during backward pass
Finish to Finish
two activities share a similar completion point
Start to Start
two activities start simultaneously or one starts with a lag after another has commenced
comparing to concurrent activity
start to start specifies the time logic relationship between the two activities, and can therefore alter the amount of float available of activities
concurrent activity relationship is a special case of stert to start lag(lag=0)
Start to Finish
successor's finish is dependent on predecessor's start
Examples
Start to start
you two get on the subway simultaneously
Finish to start
after tou got on the subway, the guy behnid you gets on the subway
Finish to finish
at the terminal point, everybody get off the subway
Start to finish
after all passengers enter the gate, the subway crew finishes its duty
Cantt Charts
Developed by Henry Gantt in 1917
Benefits
easy to create and comprehend
identify the network coupled with its schedule baseline
allow for updating and project control
identify resource needs and assessing resources to tasks
Drawbacks
difficult to evaluate the effects of changes in project implementation
inadequate for large-scale, compelx project
Crashing Projects
The more resources we are willing to expend, the faster we can push the project to its finish
Why
the initial schedule may be too aggressive/optimistic
market needs change and the project is in demand earlier than anticipated
Project has slipped considerablybehind schedule
Pay more in late delivery than the cost of crashing the activities
How
Improving existing resources' productivity
Changing work methods
Compromise quality and/or reduce project scope
Institute fast-tracking
Work overtime
Increasing the quantity of resources
Managerial Considerations
Optimize time-cost tradeoffs
Crshing cost
Shorten activities on the critical path
Crashing procedure
Calculate the expedite-cost for each activity
List all the paths in the project network and their normal duration
Crash by 1 day the least costly activity on the critical path or the least costly combination of activities on common critical paths. Record the cost of crashed schedule
Update the duration for each path in the project work
If an activity has reached its crash time limit, note with an asterisk and do not consider it as a further candidate
If a critical path contains activities that are all noted with asterisk, STOP
Cease crashing when
the target completion time is reached
the crashing cost exceeds the penalty cost
Incorporating Uncertainty in Activity Times
Esimating Activity Duration Distribution
Uncertainty with critical path
If the expected duration of the critical path is much longer than that of any other path, then the estmates likely will be good
If the project network contains noncritical paths with very little total slack time, these paths might affect project completion time
merge node bias
Chapter 10: Resource Management
The Basics of Resource Constriants
Challenge of optimally scheduling resources
the identification and aquisition of necessary resources
识取资源
their proper scheduling or sequencing across the project baseline
配用资源
Resource Loading
refers to the amounts of individual resources that a schedule requires during specific time periods
Resource Loading Process
reality check
Misallocation of personnel
Overallocation of team members
Lack of needed resources
Resource Leveling
address challenges of project constraints
making prioritization decisions that design the right amount of resources to the right activities at the right time
Two objectives of resource leveling
resource requirments <—right time
activity to be scheduled<—resource usage levels
Benefits
a profile the resource requirments for activities across life cycle
minimize fluctuations from period to period
Problem Solving
leveling heuristics or simplified rules of thumb
Prioritize resource allocation to
activities with smallest amount of slack
activities with smallest duration
activities with lowest activity idenfication number
activities with the most successor tasks
activities requiring the most resources
Tradeoff between duration and resource
Step 1: Develop resource-loading table
Step 2: Determine activity late finish dates
Step 3: Identify resource overallocation
Step 4: Level the resource-loading table
Resource-loading Charts
Splitting
interrupting the continuous stream of work on an activity at some midpoint in its development process, and applying that resource to another activity for some period before returning the resource to complete the original task
useful when there are no excessive costs associated with splitting the task
Large start-up or shutdown costs for some activities
Chapter 11: Project Evaluation and Control
Control Cycles-A General Model
Setting a goal
include scope development, setting the project baseline plan
Measuring progress
must have a system in place to measure the ongoing status of various activities in real time; and define what to measure
Comparing actual with planned
use gap analysis to determine the goals and the degree to which the actual performance lives up to the goals
Taking action and recycling the process
engage in some form of corrective action to minimize or remove the deviation
Monitoring Project Performance
Project S-curve
pros
Simplicity
Provides real-time tracking information of expenditures
Project information can be visualized immediately and updated continuously
cons
The simple positive/negative variance between actual costs and planned buget may not truly reflect the performance of the project
It provides "reactive" data; unable to forecast future
Milestone analysis
Benefits
signal the completion of important project steps
motivate the project team
offer points at which to reevaluate client needs and any potantial change requests
help coordinate schedules with vendors and suppliers
identify key project review gates
signal other team members when their participation is expected to begin
enable the project team to develop a better overall view of the project
pros
clarity and simplicity
easy to relate to the idea of milestones as a project performance
cons
reactive control system, but not a proactive one
Tracking Gantt Chart
identifies the stage of completion each task has attained by a specific dates
pros
quite easy to understand
can be updated very quickly, providing a real-time control
cons
does not identify the underlying source of problems in the cases of task slippage
difficult to accurately estimate the time to completion for a project
Earned Value Management
it is necessary to jointly consider the impact of time, cost, and projcet performance on any analysis of current project status
make future projections
Terminology
Planned Value
a cost estimation of the budgeted resources scheduled across the project's life cycle
Budget Cost of Work Schedule
Earned Value
the "real' budgeted cost, or "value" of the work that has actually been performed to date
Budgeted Cost of Work Performed
EV=PV*(work performed /work scheduled)
Actual Cost
the cumulative total incurred in accomplishing the various project work packages
Actual Cost of Work Performed
Budeted Cost at Completion
the total budget for a project
Estimate Cost at Completion
the expected total cost of completing all work
Schedule Variance
SV=EV-PV
Schedule Performance Index (SPI)
SPI=EV/PV
Cost Variance
CV=EV-AC
Cost Performance Index
CPI=EV/AC
Creating Project Baseline
required data
the WBS
a time-phsed project budget
Steps
the WBS gives us some understnading of the hierarchy of tasks needed to set up work package and identify personnel needs
the time-phased budget allows to identify the correct sequencing of tasks, to determine the points in the project when budget money is likely to be spent in pursuit of them
Steps
clearly define each activity or task, inclusing resource and budget
create the activity and resource usage schedules
develop a "time-phased" budget that shos expenditures across the project's life
sum up to get AC; calculate EV
Calculate th CV and SV
Issues in the Effective Use of Earned Value
Human Factors in Project Evaluation and Control
Key success drivers
Formation
Personal-ambition
top management support
team motivation
clear objectives
Buildup
team motivation
personal motivation
top management support
technical experts
Main Phase
team motivation
personal motivation
client suppoert
top management support
Closeout
personal motivation
team motivation
top menegemnt support
financial support
Chapter 12: Project Closeout and Termnination
Types of Project Termination
Termination by Extinction
The project occurs when the project is stopped due to either a successful or an unsuccessful conclusion
Whether successful or no, the project's final budget is audited, team members receive new work assignments, and any material assets the project employed are dispersed or transferred
Termiantion by Addition
This approach concludes a project by institutionalizing it as a formal part of the parent organization
The project has indeed been terminated, but its success has led to its addition to the organization structure
Termination by Integration
Resources including the project team, are reintegrated within the organizaiton's existing structure following the conclusion of the project
Termination by Starvation
It is not an outright act of termination at all, but a willful form of neglect in which the project budget is slowly decreased to the point at which the project cannot possibly remain viable
Natural Terminaiton the Closeout Proscess
Benefits
database of lessons
a series of identifiable steps
source of information and motivation
psychological benefits
Finishing the work
complete and polish
Handing over the project
formal transfer of ownership
build, own, operate and transfer (BOOT) is used to mitigate risk for the ultimate owner
Gaining acceptance for the project
customer's happiness with it, use of it and recognition of its benefits
Harvesting the benefits
value add to external customer and own firm
meaurement system
goals
time frame
resonsibilities
Reviewing how it all went
as objective as possible
disinterested third party
4 principals cover proper postproject review
Objective
Internal consistency
Replicability
Fairness
One important step
conduct in-depth lessons learned analysis
Errors
misidentifying systematic errors
misappltying or misprinterpreting
failing to path along lessons
Guidlines to gain maximal benefits from lessons
establish clear rules of behavior
describe, as objectively as possible
fix the problem, not the blame
Putting it all to bed
documentation
legal
cost
personnel
Disbanding the team
Early Termination for projects
Preparing the Final Project Report
Elements
Project performance
Adiministrative performance
Organizational structure
Team performance
Techniques of project management
Benefits to the organization and the customer