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Project Manager : Project Manager Dec Jan 2012
www.aipm.com.au Project Manager 29 28 Project Manager management is about outputs whereas program management is about outcomes. This surely needs challenging: most companies see projects as production outcomes as well as outputs (production throughput, therapeutic behaviour, meeting systems and business requirements, as well as commercial or financial goals).” These differing viewpoints do not yet appear to have been reconciled. However, the above illustrates how far the literature moved in the 2000s towards focusing on outcomes/benefits. Uncertain about uncertainty Uncertainty in the project context has traditionally been associated with risk. However, in an important paper on this subject in the 2000s, Atkinson made the point that “some but not all aspects of uncertainty can be categorised and treated as risks, and risk, generally considered a threat to project objectives, receives far more overt attention than the broader concept of uncertainty in the traditional view of projects and their management.” He continued: “The management of uncertainty is a necessary condition for effective project management, but that management of uncertainty needs to be given more attention and be rather more sophisticated than current common practice.” Rightly or wrongly, I tend to equate what have been styled ‘soft’ projects as examples of projects that have initial high uncertainty. An early reference to these is due to Yeo who said: “The hard systems approach has been found to be inadequate in dealing with the many soft, ill-structured, problem situations ( highlights 1 Refinements of project management tools and techniques developed in previous decades. 2 Program and project portfolio management were extensively developed and discussed. 3 A strong swing to focusing on project/ program outputs/ benefits. 4Greater attention was given to uncertainty and complexity in the project/program context. 5 Advanced computer technologies facilitated the deployment of virtual project teams, and dispersed project teams. 6 Financing, always an issue with major projects, has (arguably) become an issue for many non-major projects following the global financial crisis. 7 Professionalisation of project management proceeded apace. The staging of the 2000 Olympic Games in Sydney was treated as a mega-project, which was broken into several broad phases. 1993-1996 positioning 1997 going operational 1998 procurement/venuisation 1999 testing/refinement 2000 implementation 2001 post implementation and wind-down
Project Manager Oct Nov 2011
Project Manager Feb March 2012