CHAPTER 4PETER W. G. MORRIS; INDECO, LTD.The initiation of a project largely determines how successful it
will be. The crucial point about the model presented in this
chapter 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, communitybased 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
Initiation Strategies for Managing Major Projects
|• ||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
|• ||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
|• ||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.|
Questia, a part of Gale, Cengage Learning. www.questia.com
Book title: The AMA Handbook of Project Management.
Contributors: Paul C. Dinsmore - Editor, Jeannette Cabanis-Brewin - Editor.
Publisher: American Management Association.
Place of publication: New York.
Publication year: 2011.
Page number: 33.
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