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What Every Engineer Should Know about Project Management by Arnold M. Ruskin

By Arnold M. Ruskin

Overlaying the jobs and duties of the venture supervisor, this moment variation describes requirement standards, paintings breakdown constructions, undertaking keep an eye on and possibility administration, and provides new info on motivation, matrix preparations, and venture files. Discussing the anatomy of a venture making plans and keep an eye on and methods, the authors describe the undertaking manager's whole variety of obligations from preliminary making plans to directing group of workers, controlling paintings, and reporting effects. The appendices hide paintings breakdown constitution paradigms, rate as opposed to time profiles, and checklists to evaluate paintings performed.

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If a project organization has a key personnel clause in one of its contracts and wishes to substitute other personnel, it must obtain prior approval from the customer. Such approval may not be easy to obtain, and caution is urged in agreeing to such clauses in the first place. Key personnel clauses are generally not enforceable against the will of the personnel, since they can be construed to be bonded servitude and thus against public Page 20 Overtime and shift premiums. Occasionally, in order to avoid waiting in a backlog queue, a customer agrees to pay premiums for overtime or shift work.

These contracts allow the project to keep any benefits that result when things go well to compensate for taking the risk that things may not go well. Even when an NTE figure is used appropriately, the project manager must keep track of target and actual costs plus amounts approved via change requests to ensure that the total does not exceed the NTE figure. A Page 21 Deficiencies and defaults. When project work does not meet its contractual requirements, the project is either deficient or in default.

Someone must direct and control it, and that someone is the project manager. The project manager is responsible for directing and controlling all the day-to-day activities that are necessary to accomplish the project. This responsibility does not mean that project managers cannot delegate the direction or control of specific activities to others. On the contrary, they may indeed delegate, but the responsibility for the direction and control is still theirs. If the delegates do not perform adequately, the project managers are responsible for the inadequate outcomes and for repairing any damage done.

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