The Project Manager

Definition of objectives, milestones and decision points. Definition of project tasks. 

Negotiation of use of resources versus time performance. Preparation and initiation of major decisions. Organization and chairing of project meetings. 

Special tasks as required ( putting out fires ). Development and provision of missing skills. 

Effective communication among project group members. Initiation of scientific and technical reports and documentation. 

The assistance and support of all project group members is essential for a project manager. Considering the fact that project managers have to impose very unpopular time, cost and quality control measures on their work, some individuals in the group may have difficulties with accepting this. 

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Static and Flexible Budgets Overhead cost can significantly affect the profitability of a projec t and is the only cost outside the control of the project manager. The project is expected to contribute a definite amount toward the expenses of the company and will be charged this amount even if the production rate is zero. This is the fixecTcomponent of the overhead cost and will include directly allocable costs such as depreciation and a proportion of general costs such as office salaries and heating. 

The project manager (PM) is typically responsible for making sure that the necessary personnel are available for the project and that the reporting, scheduling, and budgetary obligations are met. 

Wlien a contractor/subcontractor is hired to perform work in a potentially hazardous area on one of your facilities or that of a client, the project manager shall provide the contractor/subcontractor a copy of the contractor site safety rules checklist for completion. The form and any other rules specific to that site must be signed, dated, and returned prior to any work being performed at a particular site. An executed copy will be made a part of the project file. 

In some respects this requirement is ambiguous as there are no equivalent requirements for when the APQP approach is used. The APQP manual merely offers guidance. With the APQP approach the equivalent of the project manager is the project team leader and the equivalent of the project team is the product quality planning team. 

A multidisciplinary approach is another term for a cross-functional team or a project team. Such teams comprise representatives from each line and staff department so that decisions are taken close to the development work by those who will need to implement the decisions or verify their implementation. Such teams facilitate communication and overcome delays that often occur when reliant upon line-staff relationships. If you have adopted the project management approach this requirement is not additional to that in clause 4.2.4.1. 

All effort expended in support of this project will be tracked by the Controller s office and reported to the Project Manager. Accumulated costs will be reported in monthly project team progress reports. An example is shown as Figure 5-14. 

Standards for the project were set in the detailed project specifications created in the planning stage. The project manager must constantly refer to these specifications and make sure the project team is also referencing them. If the project deviates from the original specifications, there is no guarantee that the success predicted by the feasibility studies will actually happen - the product or project outcome might fail to meet performance standards. 

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. 

The scheme was implemented and co-ordinated by a MIDAS project team, which amsisted of three women Sheila Flannery, the Project Manager, Keara Dunne, the Project Executive, and Adrienne Buchanan-Murphy, the Project Officer. Having formerly implemented a mentoring scheme at a division of Aer Rianta, Sheila Flannery possessed substantial experience with running such programs. 

This book focuses on statistical data evaluation, but does so in a fashion that integrates the question—plan—experiment—result—interpretation—answer cycle by offering a multitude of real-life examples and numerical simulations to show what information can, or cannot, be extracted from a given data set. This perspective covers both the daily experience of the lab supervisor and the worries of the project manager. Only the bare minimum of theory is presented, but is extensively referenced to educational articles in easily accessible journals. 

The editorial team is also grateful for the valuable support from the Publisher (John Wiley Sons Ltd.), in particular Ms Lynette James, and from the Project Manager (Gray Publishing), in particular Ms Lesley Gray, for their efficient coordination during the planning, review and production phase of this publication effort. 

To prove this, the crash time and minimum crash cost will now be determined. A cost-versus-completion-time curve will also be constructed. This curve increases the project manager s decision possibilities from two to many. With it he can determine whether it is most economical to get the job done as fast as possible, to proceed at a normal pace, or to choose some intermediate time. 

This work was funded by the Clean Liquid and Solid Fuels Group of EPRI, Contract RP-779-5.( ) William C. Rovesti was the Project Manager. 

Safety, System Safety Program for Modernization and Expansion Projects," DRC-PBM Memorandum No. 385-3, Office of the Project Manager for Munitions Production Base Modernization and Expansion, Dover, NJ, April 1978. 

This subcommittee prepared the broad outline for the book, identified the scope and major key references, and selected the title "Guidelines for Chemical Reactivity Evaluation and Application to Process Design" as representative of the concepts desired. The TNO Prins Maurits Laboratory, Rijswijk, The Netherlands, was chosen as the contractor with Dr. A. Henk Heemskerk as the project manager. 

Iterations and increments must have clear objectives or else they can become a euphemism for structured hacking. Increments should be planned at multiple levels, from end-user increments to those that are internal to the development team or visible and demonstrated up to the project manager. Packages and their import relations are used to plan iterations and increments. 

The process of smoothing out labor, material and equipment requirements to facilitate resource allocation. The project manager accomplishes this by rescheduling noncritical activities so that the total resource requirements for a particular day match the average daily resource requirements. 

William R. Rhyne received a B.S. in nuclear engineering from the University of Tennessee and M.S. and D.Sc. degrees in nuclear engineering from the University of Virginia. Dr. Rhyne is currently an independent consultant and earlier cofounded H R Technical Associates, Inc., where he remains a member of the board of directors. He has extensive experience in risk and safety analyses associated with nuclear and chemical processes and with the transport of hazardous nuclear materials and chemicals. From 1984 to 1987, he was the project manager and principal investigator for a probabilistic accident analysis of transporting obsolete chemical munitions. Dr. Rhyne has authored or coauthored numerous publications and reports in nuclear and chemical safety and risk analysis areas and is author of the book Hazardous Materials Transportation Risk Analysis Quantitative Approaches for Truck and Train. He is a former member of the NRC Transportation Research Board Hazardous Materials Committee, the Society for Risk Assessment, the American Nuclear... 

During the conduct of the trial, constant communication between sponsor, vendor, inveshgator and investigahon teams is critical. There is real value in this process, particularly if all parties uhlize a Clinical Trial Management Software System (CTMS) that coordinates all trial activities involving the Clinical Research Coordinator (CRC) at the site and the project managers at the sponsor and CRO locations. 

The first issue that should be addressed when a process analyzer project is proposed is to define project roles who will be doing what. There are four basic roles in an analyzer project the customer(s), the sponsor, the project manager, and the receiver. These are described below. 

Step 1 Business value assessment Identify and quantify the business value for the proposed new method or analyzer. This is done jointly by the customer and the project manager. Ideally the value of the technology can be expressed concretely in monetary terms (e.g. dollars) as, for example, a net present value (NPV) or an internal rate of return (IRR). It is critical to include a realistic estimate of the costs of implementing and maintaining the analyzer, as weU as the benefits to be realized from it. This assessment is used to prioritize effort and expenses and to justify any capifal purchases needed. The various ways that process analyzers can connibute to business value are discussed in Section 15.2.2. 

Step 2 Technical requirements Determine the specific technical requirements for the new method and/or analyzer that will ensure that it captures the previously determined business value. This is also done jointly by the customer and the project manager. Avoid nice to have and focus on what is necessary. Technical requirements may include accuracy, precision, specificity, turnaround time, response time, robusmess, maintenance needs, etc. They should be focused on what the analyzer needs to do (e.g. determine the concentration of component X with 1.5% relative precision, once a minute, in a corrosive process stream at 80 °C), not how it will be done. Issues that need to be considered in setting technical requirements are discussed in Section 15.2.3. 

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