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Lecture Project management: A managerial approach – Chapter 12: Project auditing. Chapter 12 deals with methods for both ongoing evaluations and terminal audits of a project, as well as identifying factors associated with project success and failure.

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Chapter 11 then describes the control process in project management software. Chapter 11 then describes the control process in project management - keeping the project under control and bringing it back into alignment with plans when our monitoring shows that it is delivering.

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Chapter 10 examines the information requirements of a project and the need for monitoring critical activities. Included in this chapter is a description of some common project management information systems (PMIS).

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For single projects, we discuss how the resource allocation problem concerns resource leveling to minimize the cost of the resources. But for multiple projects, we learn that the issue is how to allocate limited resources among several projects in order to achieve the objectives of each.

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Scheduling, a crucial aspect of project planning, is then described in Chapter 8, along with the most common scheduling models such as the Program Evaluation and Review Technique (PERT), the Critical Path Method (CPM), and precedence diagramming.

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In chapter 7, we will see that the distinction between these types of life cycles plays a critical role in developing budgets and schedules for projects. It is not necessary for the PM to estimate the precise shape of the life-cycle curve, but the PM must know which type of project life cycle applies to the project at hand.

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Chapter 6 deals with project activity planning and presents tools useful in organizing and staffing the various project tasks. It also contains a short discussion of phase-gate management systems and other ways of dealing with the problems that arise when multidisciplinary teams work on complex projects.

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Chapter 5 discusses various ways to establish the project organization. Different organizational forms are described, as well as their respective advantages and disadvantages. The stafffi ng of the project team is also discussed.

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Chapter 4 covers a subject of critical importance to the PM that is almost universally ignored in project management texts: the art of negotiating for resources. The chapter also describes some major sources of interpersonal confl ict among members of the project team.

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Chapter 3 concerns the many roles of the project manager (PM), the multiple responsibilities, and some personal characteristics a project manager should possess. It also discusses the problems a PM faces when operating in a multicultural environment.

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