The AMA Handbook of Project Management

By Paul C. Dinsmore; Jeannette Cabanis-Brewin | Go to book overview
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CHAPTER 4
Initiation Strategies for Managing
Major Projects
? PETER W. G. MORRIS, INDECO, LTD.The initiation of a project largely determines how successful it will be. The crucial point about the model presented below is that all the items must be considered from the outset if the chances of success are to be optimized. The project must be seen as a whole, and it must further be managed as a whole. While our focus here is on large, broad, community-based projects, the same principles apply, on a lesser scale, to other projects.The strategic model for managing projects discussed in this chapter is shown in Figure 4-1. Its logic is essentially as follows:
? The project is in danger of encountering serious problems if its objectives, general strategy, and technology are inadequately considered or poorly developed, or if its design is not firmly managed in line with its strategic plans.
? The project's definition both affects and is affected by changes in external factors (such as politics, community views, and economic and geophysical conditions), the availability of financing and the project duration; therefore, this interaction must be managed actively. (Many of these interactions operate through the forecasted performance of the product that the project delivers once completed.)
? The project's definition; its interaction with these external, financial, and other matters; and its implementation are harder to manage and possibly damagingly prejudiced if the attitudes of the parties essential to its success are not positive and supportive.

Realization of the project as it is defined, developed, built, and tested involves:

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