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The Project Management Paradigm

  • Book
  • © 1998

Overview

Authors:
  1. Ken Burnett

    1. 8-2-2A Tivoli Villas Jalan Medang Tanduk, Bukit Bandaraya, Kuala Lumpur, Malaysia

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  • This book is about project management and how projects should be managed and controlled, including people and tools *
  • The author has many years experience and provides a practical approach to project management based on his experiences *
  • Many managers do not understand what a methodology is and this book is light enough to read for anybody to get a grasp of what project management is all about

Part of the book series: Practitioner Series (PRACT.SER.)

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Table of contents (10 chapters)

  1. Front Matter

    Pages i-xiv
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  2. The Philosophy of Project Management

    • Ken Burnett
    Pages 1-12

  3. Elements of the Project Management Methodology

    • Ken Burnett
    Pages 13-44

  4. Quality Management and Testing

    • Ken Burnett
    Pages 45-94

  5. Systems Project Development Activities

    • Ken Burnett
    Pages 95-107

  6. Project Roles and Responsibilities

    • Ken Burnett
    Pages 109-129

  7. Project Initiation

    • Ken Burnett
    Pages 131-172

  8. Tools of Project Management

    • Ken Burnett
    Pages 173-205

  9. Project Control

    • Ken Burnett
    Pages 207-237

  10. Project and Stage Completion Activities

    • Ken Burnett
    Pages 239-247

  11. Summary

    • Ken Burnett
    Pages 249-253

  12. Back Matter

    Pages 255-261
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Keywords

About this book

Introduction The changing business environment, of global operations, mergers, decen­ tralization, increased competition, pressure on budgets etc. , has contributed to a positive change in the workplace. As this change continues, we must keep up to date and follow good standards, principles and practices. To help, we present the 'Paradigm of Project Management', which is based on a simple practical approach to managing projects. The method is flexible and may be applied to any project, although in this book we concentrate on the devel­ opment of systems. However, it also illustrates that the formation and management of project teams are changing in line with technology. As Dr Tom Peters says: 'Stability and predictability are gone forever . . . '. For example, project teams may work from home (telework), using email and groupware along 'electronic highways'. Therefore, instead of going through a pyramid of people to reach an executive, one can use the Internet, an intranet or an extranet and go direct. Another change is represented by the transient teams and Get -it -Done working approaches. An example of how a global project was managed is one in which Malaysia's International Shipping Corporation (MISC) implemented MISC*Net, a networking project to link online all of its shipping agents worldwide to its HQ in Malaysia. Project management was a key component in the solution prior to awarding the contract. IBM and MISC worked on the International Project Management System.

Authors and Affiliations

  • 8-2-2A Tivoli Villas Jalan Medang Tanduk, Bukit Bandaraya, Kuala Lumpur, Malaysia

    Ken Burnett

Bibliographic Information

  • Book Title: The Project Management Paradigm

  • Authors: Ken Burnett

  • Series Title: Practitioner Series

  • DOI: https://doi.org/10.1007/978-1-4471-0617-3

  • Publisher: Springer London

  • eBook Packages: Springer Book Archive

  • Copyright Information: Springer-Verlag London 1998

  • Softcover ISBN: 978-3-540-76238-6Published: 21 May 1998

  • eBook ISBN: 978-1-4471-0617-3Published: 06 December 2012

  • Series ISSN: 1439-9245

  • Edition Number: 1

  • Number of Pages: XIV, 261

  • Number of Illustrations: 24 b/w illustrations

  • Topics: System Performance and Evaluation, Software Engineering, Procurement

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