PROJECT MANAGEMENT A MANAGERIAL APPROACH
Tahun : 2009Pengarang : Jack R. Meredith
Penerbit : John Wiley & Sons, Inc.
Ket : <div>The past several decades have been marked by rapid growth in the use of project management</div><div>as a means by which organizations achieve their objectives. In the past, most projects</div><div>were external to the organization—building a new skyscraper, designing a commercial ad</div><div>campaign, launching a rocket—but the growth in the use of projects lately has primarily been</div><div>in the area of projects internal to organizations: developing a new product, opening a new</div><div>branch, improving the services provided to customers. As exhilarating as outside projects are,</div><div>successfully executing internal projects is even more satisfying in that the organization has</div><div>substantially improved its ability to execute more effi ciently, effectively, or quickly, resulting</div><div>in an agency or business that can even better contribute to society while simultaneously</div><div>enhancing its own competitive strength. Project management provides an organization with</div><div>powerful tools that improve its ability to plan, implement, and control its activities as well as</div><div>the ways in which it utilizes its people and resources.</div><div>It is popular to ask, “Why can’t they run government the way I run my business?” In</div><div>the case of project management, however, business and other organizations learned from</div><div>government, not the other way around. A lion’s share of the credit for the development of</div><div>the techniques and practices of project management belongs to the military, which faced a</div><div>series of major tasks that simply were not achievable by traditional organizations operating</div><div>in traditional ways. The United States Navy’s Polaris program, NASA’s Apollo space</div><div>program, and more recently, the space shuttle and the development of “smart” bombs and</div><div>missiles are a few of the many instances of the application of these specially developed</div><div>management approaches to extraordinarily complex projects. Following such examples,</div><div>nonmilitary government sectors, private industry, public service agencies, and volunteer</div><div>organizations have all used project management to increase their effectiveness. Most fi rms</div><div>in the computer software business routinely develop their output as projects or groups of</div><div>projects.</div><div>Project management has emerged because the characteristics of our contemporary society</div><div>demand the development of new methods of management. Of the many forces involved, three</div><div>are paramount: (1) the exponential expansion of human knowledge; (2) the growing demand</div><div>for a broad range of complex, sophisticated, customized goods and services; and (3) the</div><div>evolution of worldwide competitive markets for the production and consumption of goods and services. All three forces combine to mandate the use of teams to solve problems that used</div><div>to be solvable by individuals. These three forces combine to increase greatly the complexity</div><div>of goods and services produced plus the complexity of the processes used to produce them.</div><div>This, in turn, leads to the need for more sophisticated systems to control both outcomes and</div><div>processes.</div>
Ketegori : MANAJEMEN BISNIS INTERNASIONAL
