Project management for engineers
MetadataShow full item record
This item's downloads: 528 (view details)
Cormican, Kathryn. (2016). Project Management for Engineers (pp. 94): National University of Ireland, Galway.DOI 10.13025/S8W88B
In recent years we have witnessed a rapid growth in the use of project management methods and tools as a means by which organisations achieve their objectives. Projects drive business in industries as diverse as transportation, pharmaceuticals, banking, and hospitals etc. In the public sector, effective project management translates politicians' promises of new roads, schools and hospitals into solutions that improve everyday lives. Almost by definition, all innovation relies on project management. Irrespective of whether the innovation concerns a new product, or a new process, or indeed a contribution to pure science, better project management, on the whole, will see project outcomes better reached and deliverables better produced more quickly, cheaply and smartly. In light of this, planning, scheduling, budgeting and controlling are some of the key issues that need to be understood and practiced by organisations if their projects are to be implemented successfully. Project management is a means to an end and not an end in itself. The purpose of project management is to foresee or predict as many of the potential pitfalls and problems as soon as possible and to plan, organise and control activities so that the project is successfully completed in spite of any difficulties and risks encountered. The project management process starts before any resources are committed, and must continue until all the work is completed.