Ingeniero Ambiental

Success Management
At this stage in the evolution of Project management knowledge, there is a reasonable understanding regarding the major factors leading to success and failure (two sides of the same coin). Understanding these factors is the first step in being able to avoid the failure factors. The basic management model outlined in the text offers a reasonably clear set of processes toachieve that goal. However, the organizational environment in which a project exists may contain factors that make success unlikely. In some cases a PM is assigned Project Titanic ( the ship is likely to sink). When this happens, it is important to realize that recent evidence indicates that the decisions made by the crew of the titanic actually caused if to sink, not the initial iceberg hit. This viewsuggest that if the ship had been left where it was rather than moving it off the iceberg, it would likely have stayed afloat for at least a little time. So, a catastrophe could have been mitigated with the right management decisions. Here we see that had management decisions can make a tough situation disastrous. The same scenario is valid for the project environment. A good PM might well be ableto salvage the worst of projects.
So, success management requires a series of strategies. First, understand where failure comes from and mitigate as many of those factors as possible. Second, through to become a problem. Third, when a threat surfaces take quick action using all of the management skills at hand. Finally, if the boat is in fact sinking, you will have told all hands how to handlethe situation . management will have been informed along the way and similar warnings would have been given to others. In all of these modes the PM must be an honest broker of information.
If we follow all of these prescription, will every project be successful? Probably not. There are too many uncontrollable variables to expect that, but proper use of the tools and techniques described hereshould significantly improve the outcome. If we continue to look at what went wrong with the last project and try ensure that the previous item does not recur, the next project should progress better. Experience from the Japanese quality programs has taught us how continuous improvement actions over a long period can lake a country from a crude tool maker to Toyota lexus in 50 years, we must realizethat project management is not an event, it is a process. Organization must focus on it and individuals must study it.

TEXT CONTENT AND ORGANIZATION
The text looks at the project experience from the view of a project manager. Material covered in the text has been selected from a personal database of “things I wished that I had know more about” at one point or another along the way. Also, inrecent years the PMI has documented a great deal of professional project experience into the published archives on this topic and PMI documentation is respected internationally. Over the past six years the another has been heavily involved in teaching this topic after many years in industry attemping to master it. Those two experience lead to the amalgamation found here. The content is a material touniversity and industry groups indicated that a proper source document with a reasonable dose of theory and vocabulary would help someone desiring to understand the breadth of this topic. This was the initial goal that wanted this effort.
The text material makes a reasonable attempt to say consistent with the project management body of knowledge defining document from PMI, as well as othersupporting project related standards such as OPM3, WBS, and professional ethics (each of these will be explained later). The collection of material contained here is a compilation of project management models, concepts vocabulary, and trends. Through all of these elements, the goal was to make each item fit into the big picture and more importantly keep the discussion on an understandable level. If...