The use of Gantt charts for enabling interprocess integration and knowledge management in the A&D industry is a best practice for also managing process-intensive projects (Singh, Keil, Kasi, 2009). These include the development of new computer systems and advanced technologies where the project needs to capture the knowledge to fulfill its objectives. Project management's core set of tools therefore needs to be focused on how to augment and strengthen project performance while also capturing process and product knowledge critical to its success (Besner, Hobbs, 2006). The combining of Gantt charts, progress reports, change requests and the use of kick-off meetings to set objectives is critical in this regard. (Besner, Hobbs, 2006).
Recommendations to Project Managers Using the Product Launch Activity Plan
The pro-forma Product Launch Activity Plan shown in Table 1 of the Appendix is designed to provide project managers with a framework to define a Gantt chart to manage the new product introduction process. The coordination of a product launch requires project managers to be knowledgeable of each phase of the product development process, from Product Definition to Launch. The pro-forma Product Launch Activity Plan also incorporates the use of dependencies which can be reflected in a Gantt chart to show time-based and resource-based dependencies as well. Project management professionals have also mentioned that Scope statements are Requirements Analysis are among the two most critical tools they have at their use (Besner, Hobbs, 2006). The use of these two deliverables at the front end of the product launch process is specifically defined to further gain consensus and increase the likelihood of project success. The progression of tasks is also based on the chronological series of events necessary to prepare for a product launch. In using this mold as a means to better manage the interrelated tasks and programs, project managers will also be able to coordinate with product development leaders in the event there is a change in the launch date as well. The ability to have project management plans that are structured enough for gain attainment yet agile enough to respond to market conditions is a best practice (Singh, Keil, Kasi, 2009). This is the goal of the template shown in the appendix; to provide structure for attaining the product introduction yet have enough flexibility to attain the project goals even if the product development timeframes shift.
Project management's project plan is the catalyst of making entire projects attainable as it provides the necessary coordination, collaboration and constraint-based management of tasks and resources (Besner, Hobbs, 2006). The challenges for project managers, while multifaceted and complex are most challenging in the balancing of the learning of techniques and technologies on the one hand and the approach to managing others to gain their support and effort on the other (Dayan, Di Benedetto, Colak, 2009). The many challenges in attaining this type of balance can be seen in the Aerospace & Defense industries' Project Management Office (PMO role of managing to constraints while also mitigating resistance to change through the use of transformational leadership (Singh, Keil, Kasi, 2009). From product introductions (Burkett, 2005) to the development of supply chains (Dyer, Nobeoka, 2000) project management is a discipline that can in addition to delivering completed tasks also significantly increase the ability of ...
Table 1: Product Launch Activity Plan
Update as needed
Product Lifecycle Management
Product Launch Activity / Phase
Product Marketing Deliverables
SCOPE STATEMENT And REQUIREMENTS ANALYSIS
Brand Identity (Trademarking)
Product Names/Descriptions (Branding)
Product Labelling/branding (w / Corp Marketing)
Preliminary Spec Sheet
Customer Focused Product Announcement Document
Internal Sales Information Document
Product Information Document
Update Competitive Information
Publish Final Price List
Sales Training (w / Sales Engineering)
Update websites (w / Corp Marketing)
Press Release (Corp Marketing - optional)
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(Besner, Hobbs, 2006).
The project manager must effectively utilize all of the communication methods available to them. They must choose the most appropriate method of communication for the workers and for the managers. The more workers and managers hear the messages, in as many sensory modes possible, the more likely the message will be to make an impact on a reduction in accidents on the job. Language proved to be a problem in Australia's
Project Management Project Libra: To Terminate or Not to Terminate Visit www.itweek.co.uk/News/11329438 to see the string of news stories related to Project Libra. Identify some of the sources of the problems the project faces. Project Libra exemplifies several attributes of failed projects the most notable of which is the breakdown in project team, Fujitsu Services (ICL) system integrator and enterprise software vendors. Most evident of a filed project management structure is the ballooning
Project Management Elements of Business: Project Management Postings to the Discussion Board The Critical Path of PERT charts Successful realization of business goals of any organization, there has to be an efficient project management in control. Most performing organizations bare witness of how the good managerial functions and change has brought to them. The critical path will always entail the sequencing of duties and events, to ensure that a project is not delayed. The
Project Management Like things information technology management, business intelligence typically implemented form a "project" --, a special kind organizational arrangement set specific things a specific period time, opposed a regular ongoing part organizational structure. Project management: My experience "To be successful in the field of BI, a project team needs members with an understanding of and appreciation for the information needs of the user community as well as the technologies" (Wu 2005: 1).
Project Management for Dummies by Stanley E. Portny The "Dummies Series" book, Project Management for Dummies, by Stanley E. Portny (Wiley Publishing, Inc., 2001), is, in my opinion, a relatively easy-to-read (although also somewhat structurally fragmented in places), step-by-step "how-to" book, for either current or prospective project managers, with or without experience. In life, every individual has projects to complete - usually a never-ending series of them, in fact, and often
This focus on the key success steps associated with a project is an effective way to concentrate on the most critical problems, rather than focus on every possible potential problem. In addition, while some would say that it is better to prepare for the worst and think of every possible problem, this in itself can be a waste of resources and can reduce the amount of focus on the