re made in any of the bottom-up estimates during the establishment of the baseline or at any other time during the project. Modifications were made only after consulting with the originators.
Program Management Control System. The critical path was “worked” continuously, not just when problems emerged. The management team used “think” sessions to explore “what-if” scenarios. The group tried new approaches to see how they would affect cost and schedule.
Human relations Emphasis. The team, including managers, the customer and the project employees, was extremely cohesive. While many people in the organization were doing things “the old way,” the team felt it had something to prove, leading it to pull together and focus even more.
Risk management Techniques. The team’s continuing awareness of risk drove staff to innovate in all aspects of the work, including concurrent engineering. Major suppliers were brought into the design teams as equal partners.
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