Project Management for Business, Engineering and Technology


Project Management for Business, Engineering and Technology

When people see something impressive—a bridge arching high over a canyon, a

space probe touching down on a distant planet, a graceful curlicue ramp on a freeway,

a motion picture (so real you think you ’ re there!), or a nifty computer the size

of your hand—they wonder “ how did they do that? ” By they , of course, they are

referring to the creators, designers, and builders, the people who thought up and

actually made those things. Seldom do they wonder about the managers , the people
who organized and lead the efforts that brought those wondrous things from a concept
or idea into reality and without whose talent, skills, and hard work most neat
ideas would never amount to anything. This book is about the managers—project
managers, the mostly unsung heroes of business and technology who stand outside
the public eye but are behind practically every collective effort to create, develop, or
produce something.

Although the project manager is but one of numerous people involved in the
shaping of each of society ’ s products, systems, and artifacts, he (or she) is usually
the one in the middle, the one who gets all of the others involved and then organizes
and directs their efforts so everything will come out right. Sometimes, though rarely,
the manager and the creator happen to be the same: Burt Rutan, Woody Allen, and
Gutzon Borglum are examples; their life work—in aerospace, motion pictures, and
monumental sculptures, respectively—represent not only creative or technological
genius, but leadership and managerial talent as well.
The last few decades have seen businesses transform from domestic, nationalistic
enterprises, and markets into multinational enterprises and a single global
market. As a result, no matter what your perspective there is more of everything to
contend with—more ideas, competitors, resources, constraints, and, certainly, more
people doing and wanting things. The rate of technological change is accelerating
and products and processes are evolving at a more rapid pace; as a result, the life
cycles of most things society uses and relies upon are getting shorter. This “ more
of everything ” plus the accelerated rate of technological change has had a direct
impact on the conduct of projects—including projects to develop products, systems,
or processes that compete in local, domestic, and international markets; projects to
create and implement new ways of meeting demand for energy, recreation, housing,
communication, transportation, and food; and projects to answer basic questions in
science and resolve problems such as hunger, disease, pollution, and climate change.
All of this project activity has spurred a growing interest in project management—in
ways to plan, organize, and control projects to better meet the needs of customers,


1 comment:

  1. Learning the secrets behind a project management is very important in the success of every projects. When you have a proper guideline, anything is possible and doable. This book will be very useful to students on their senior years taking up Engineering courses at university.


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