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Project Management Basics : A Step By Step Approach
author
:
Kimmons, Robert L.
publisher
:
CRC Press
isbn10 | asin
:
0824783913
print isbn13
:
9780824783914
ebook isbn13
:
9780585146829
language
:
English
subject
Industrial project management.
publication date
:
1990
lcc
:
HD69.P75K56 1990eb
ddc
:
658.4/04
subject
:
Industrial project management.
Page i
Project Management Basics
A Step by Step Approach
Robert L. Kimmons
Kimmons-Asaro Group Limited, Inc. Houston, Texas
Marcel Dekker, Inc. New York Basel
Page ii
Library of Congress Cataloging-in-Publication Data
Kimmons, Robert L. Project management basics: a step by step approach/Robert L. Kimmons. p. cm. Includes bibliographical references and index. ISBN 0-8247-8391-3 1. Industrial project management. I. Title. HD69.P75K 56 1990 658.4'04--dc20 90-3505 CIP
This book is printed on acid-free paper.
Copyright 1990 by MARCEL DEKKER, INC. All Rights Reserved
Neither this book nor any part may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, microfilming, and recording, or by any information storage and retrieval system, without permission in writing from the publisher.
MARCEL DEKKER, INC. 270 Madison Avenue, New York, New York 10016
Current printing (last digit): 10 9 8 7 6 5 4 3
PRINTED IN THE UNITED STATES OF AMERICA
Page iii
Preface
Project management has reached a certain maturity. It is recognized by businesses and the public as a viable, and in many cases the only effective, approach to completing difficult and complex assignments. In recent years, the number of applications served by project management has increased sharply, and these numbers continue to grow. Management by project has come into its own.
When I started my working life after graduation from the University of Illinois in 1947, I headed on a bearing leading me ultimately into the profession of project management. I did not foresee then that someday there would be a career called project management. Certainly I did not start out to become a project manager, and my steps in becoming one were not a part of a well organized effort. My early ambitions tended toward being a mining engineer working in Latin America. Through a series of circumstances, I became a civil engineer instead and worked for many years in Venezuela and Mexico. Along the way, I became a project manager.
My career paralleled the development of modern project management, but there was no possible way that I could have access to the present knowledge of project management. My own learning experiences were optimized by a continual trial and error process. The idea of using these experiencesidentifying goals, setting strategies and developing plans to achieve these goals, scheduling and monitoring progress toward the goals, and applying corrective action when new problems arosedid not become clear until many years later. I realize that my employers paid a high price for my training.
The project manager must keep in mind the continuity of the project management process. This process is applicable to almost any effort imaginable, and it works substantially in the same way with many different types of endeavors. The single key element is understanding the sequential nature of the steps in the project management approach, and the need to follow them.
Where does a project manager go for guidance today? All of us owe a great debt to our mentors, for it is here that the great preponderance of real learning occurs. Recently I identified forty men and women who have markedly expanded my knowledge and capabilities as a project manager. But this "on the job" training, however important it may be,
Page iv
cannot be the entire answer because it takes too long. A person cannot devote forty years just learning to be a project manager; there needs to be a way to accelerate the instruction.
Today there are various books on the subject of project management. Many of them are focused upon particular facets only. By some authors, project management is looked upon solely as scheduling or as estimating and cost control of the work. This book challenges these arbitrary limitations.
In writing this book I have tried to distill much of what I have learned on the job and from others over the years and to put it into a format which is simple, readable, comprehensive, and easy to use. Frequently project managers do not need to learn certain things as much as they need to be reminded of something they already know. They need a key word to focus on rather than pages of explanation. This book tries to run through the life of a project manager and to present those things which will undoubtedly be met repeatedly over the years. I have tried to point out the predicaments, to highlight the trouble spots, and to place strategically located red flags where disasters have been encountered previously. Although the book contains the basics of project management, it goes further. The material is presented in a condensed and graphic format conducive to rapid perusal and allows for a free-wheeling thought process by the reader in applying what the book says to his own projects.
Acknowledgments
To my forty mentors, without whose patience and persistence my education in running projects would have been impossible.
To the sponsoring companies and, most particularly, to the participants in my Workshops on Project Management. Their active intervention has kept me current, while confirming that we are still attempting to resolve many of the same problems.
To the Construction Industry Institute at the University of Texas in Austin for their well-structured and well-managed success in identifying and resolving project management problems.
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