Download On Time On Budget: A Step-By-Step Guide for Managing Any by Sunny Baker PDF

By Sunny Baker

For non-technical managers and enterprise managers, this publication units out to supply equipment for comparing, dealing with and troubleshooting tasks of all sizes. Emphasis is on how managers can make sure that tasks retain inside timescales and budgetary constraints.

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Additional resources for On Time On Budget: A Step-By-Step Guide for Managing Any Project

Sample text

Let's say the boss wants to build a fancy new corporate headquarters to impress the competition-but this will use up funds that could be better spent on developing products or expanding into new rnarkets. Using the ZBB, this problem will be instantly visible. If the boss still demands the new h e a d q u m after xeviewing the p r w t s that must be eliminated because of the decision, then it's time to consider your own career options. A final project selection list like the one shown in Figure 2-6 as an example should be created that summarizes the projects, the target completion dates, and states target dates for completing the project plans for each project.

It is the plan that is central to the whole project management methodblogy. 18 Putting Project Management to Work It is the plan that is approved so work can begin. It is the plan that is adjusted and modified as work on the project continues and new information is received. It is the plan that enables managers to make decisions about changing priorities and resource requirements. It is the plan that is used as the common denominator in all communications about the project. Thus, without a properly constructed plan, the rest of the project management toolbox is virtually useless.

000 17. New Tradeshow Boom $148,000 13. ReplacaLetterhead $9,500 7. New Corp Brochure $78,000 Now add up the costs starting at the top and working down. When your entire budget is spent (in this case $1,200,000), draw a line. This is the zero base where the money available equals approximately the money to be spent. The projects that fall below the line are dropped for the year unless more money becomes available. This technique can also be used for time and resource availability. Simply substitute days or people for project costs that were used in this example.

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