Practical Project Management

Dobson M. Practical Project management. Mission, KS SkillPath Publications 1996. p. 288. 

It is good practice to reviewa project on completion and record the reasons for departure between planned and actual performance. Where lessons can be learned, or opportunities exploited, they should be incorporated into project management guidelines. Some companies hold post project sessions with their contractors to explore better ways of handling particular issues, especially when there is an expectation of additional shared activities. 

Project approach. Your company may have established project management practices. They may be described in a Project Management manual. Familiarize yourself with these practices, perhaps arrange to attend an internal or external training course, if that is appropriate. 

Inspection Inspection is probably the most common way to monitor project performance. It is handled by trained inspectors as well as by the project manager. Get out into the area where the work is performed and observe what is going on. Inspection is an effective way to see whether project specifications are being met, as well as whether there is an unnecessary waste or unsafe work practice. Inspections should be unannounced and on a random schedule. However, they should also be open and direct. Ask questions and listen to explanations. 

Accepted solutions are usually covered by specifications and codes of practice. These documents are important for three reasons they form part of the contract they define methods of design and fabrication proven by experience and they act as a means of communication between the parties involved in design, fabrication, construction and inspection. There is a strong incentive to use standard solutions as unexpected problems or misunderstandings are less likely to occur than if a novel solution is attempted such problems lead to the cost of rectification, but the delay that they cause is usually more importantConsequently project managers are often reluctant to be the first to use a novel solution. 

R D management tends to be dominated by a project management paradigm, and most organizations develop systems based upon standard project management software, for example, Microsoft Project . This is very useful for project control, but of much less help in decision support. John Gittins claimed in 1997 [10] that very few pharmaceutical companies practice use of decision analysis in planning their work. Decisions tend to be made only for a baseline plan, and typically... 

Step 8 Method or analyzer qualification Qualify the method on site that is, assess the ability of the method as practiced to meet the original technical requirements such as speed, accuracy, and precision. This is best done jointly by the project manager and the receiver (who is the ultimate owner). 

The predictive maintenance VIP is considered by some operating companies and engineering contractors to have become standard practice. For those where it is not already standard practice, this VIP should be initiated in the feasibility phase (FEL-2) and concluded with a formal facilitated workshop and report of recommendations to the project management team. 

Francine D. Gaiko is currently a freelance writer, editor, and project manager. She has edited pre-GED and GED math preparation work texts, and has also written a basic math and algebra study guide with practice materials and interactive CD-ROMs. In addition, Ms. Gaiko has written and edited other science, language arts, ESL, EEL, and instructional materials. She currently resides in Dallas, Texas. 

To be in charge of a project and see it through from beginning to end will not just give you practice in managing effectively. It will also, inevitably. Involve you in leading . 

Burton, C. and Michael, N. [1992). A Practical Guide to Project Management How to Make it Work in Your Organisation. Kogan Page. 

Chapter 7 is the focus of this book, being a practical approach to computer systems implementation and operational life project management, and including the activities relevant for compliance with Part 11. Appendix E expands the concept presented in this chapter. 

The implementation or update of a computer system is planned and executed in accordance with the organization s own project management practices. It is the project manager s responsibility to take into account the technological requirements, standards, procedural controls, regulatory requirements and related guidelines, and industry standards. 

Validation plans are not required by any of the predicated regulations but are considered a key project management practice. Validation plans are an essential document for the overall management of projects, and are crucial for the success of the projects. 

Whenever practical, meet with laboratory Project Managers personally to establish a better relationship. 

In the same dictionary, innovation is defined as the introduction of novelties the alteration of what is established and something newly introduced a novel practice or method . We can re-interpret this for the industrial environment as the introduction of new products, application processes or services to the market based on prior knowledge . Thus, innovation in R D is the generation of new ideas, which can then be used to produce these new products, processes and services. It should be obvious that this is an activity that does respond directly to planning. Certainly, at the development end of the innovation chain, rigorous planning is a prerequisite and this is covered in Section D on Project Management. 

There are many commercial project management methodologies that cover these aspects of project management in different ways, and numerous texts on the topic and software, such as MS Project and its add-ons [D-13, D-14], However, it is not the intention of this book to espouse the benefits of any one of these but rather to distil out the essential best practices from a range of such methodologies. 

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