RELATION BETWEEN PROJECT PLANNING, EXECUTION AND CONTROL

Relation between Project Planning, Execution And Control: Proposal And Presentation

by

Contents

Chapter 1: Introduction and Background3

PROJECT MANAGEMENT4

PROJECT CHARACTERISTICS6

Purpose of the research7

Chapter 2: Literature Review8

SOME BASIC CONCEPTS OF PROJECT MANAGEMENT8

Planning8

Management by exception8

Authority, blame and delegation8

Project manager's objectives9

PROCESS OF MANAGEMENT CONTROL9

Characteristics of a good management control system11

Scope control11

Project brief12

FUNDAMENTALS FOR PROJECT SUCCESS13

Executive control points13

Chapter 3: Methodology15

METHODOLOGY15

RESEARCH METHODS15

RESEARCH PHILOSOPHY15

POSITIVISM15

INTERPRETIVISM16

RESEARCH APPROACH16

RESEARCH STRATEGY16

AIM OF THE RESEARCH17

RESEARCH QUESTIONS17

TIME HORIZONS18

DATA COLLECTION METHODS18

ETHICS AND PROFESSIONAL ISSUES20

References21

Chapter 1: Introduction and Background

 

Significant improvement in expertise, particularly in communications, has increased the anticipations of most persons of the world. This is just as factual in the evolved nations, where sustaining the grade of prosperity is the main concern, as it is in the underdeveloped nations, where survival is the priority. However, critical financial strains have evolved in worldwide trade over the last ten years, producing in adversities in capital markets and with grades of external debt. The producing high cost of cash places a exceptional premium on the time it takes to entire a project and how well it is managed. Delays and poor management may considerably decrease the productive advantages and value of a project. Not only this, but in compelling a poor project to culmination, cash and other assets will be drawn away from other crucial and essential project opportunities. This has necessitated a grave reappraisal of how projects, particularly capital projects, are conveyed to thriving completion. Even with good project management, a owner of difficulties generally beset the mean capital project, These encompass political, financial, communal and personal adversities which impede progress initating grave hold ups in culmination or even failure. Major obstacles include:

l notion development

l environmental conditions

l market conditions

0 execution planninge organizational difficulties

l implementation

o control difficulties

o start-up and functioning difficulties.

So, after all that awful report, there is some good news. Project management is, in detail, actually very simple. It is just that persons someway manage to make it difficult! Of course, as projects become bigger and more convoluted, the productive management of them becomes somewhat more important to a thriving outcome. How well the project is managed will usually far outweigh how well any of the exact mechanical functions are performed. Thus, putting in place competent project management capability long before putting in place befitting conceive, technology or construction capability, is essential. The adversity appears to arise from the detail that on nearly all capital projects, there are several persons engaged who manage not actually or completely realise the method of conveying a capital project on stream. These encompass proprietors, sponsors, financiers, bankers, operators, political leaders, solicitors, accountants and, regrettably, even engineers. This is because project management is a exceptional and often unfamiliar, albeit ordered, notion of management directed to project-type work. Therefore, some rudimentary definitions should be clarified.

 

PROJECT MANAGEMENT

Unlike the somewhat stable state of an on-going enterprise, a project has some characteristic characteristics of its own. Capital undertakings commonly have a welldefined beginning issue and a well-defined target which recognises the culmination of the ...