&EPA
United States
Environmental Protection
Agency
Administration And
Resources Management
(PM-211-D)
EPA/IMSD/90-007
June 1990
Selected Management
Project Management
PEOPLE
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Project Management
JUNE 1990
Headquarters Library
Information Management and Services Division
U.S. Environmental Protection Agency
Room 2904 PM-211A
401 M STREET, S.W.
Washington, D.C. 20460
(202) 382-5922
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TABLE OF CONTENTS
INTRODUCTION
I. Project Management in the Public Sector 1
11. Project Planning 4
III. Project Management Techniques 7
IV. Project Management Skills 12
V. Environmental Project Management 16
VI. Project Management Software 20
VII. Project Management Readings: Management Books 23
EPA Headquarters Library Management Collection List of
Management Bibliographies 25
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Project Management
INTRODUCTION
Effective project management is one of the most important
components for successfully completing projects on schedule and
within budget. Project management involves a coordinated effort
that takes into account the project's scope, cost, manpower,
schedule, resource requirements and strategic impacts.
This bibliography. Project Management, was developed for
EPA managers and staff for use in understanding and implementing
project management. Citations with descriptive abstracts
identifying journal articles and books are grouped under the
following topics: Project Management in the Public Sector, Project
Planning, Project Management Techniques, Project Management
Skills, Environmental Project Management, Project Management
Software and Project Management Readings: Management Books.
Citations were selected for their relevance to the special
interests of EPA staff. This bibliography was compiled using the
following databases, accessed through DIALOG, a commercial
database vendor: ABI/INFORM, Management Contents, NTIS, Pollution
Abstracts, Compendex and Library and Information Abstracts. The
source of each citation is indicated following the abstract.
Other EPA Headquarters Library Management Bibliographies are
listed at the back of this bibliography. For additional management
information services, contact Anne Twitchell, Head Reference
Librarian, EPA Headquarters Library, 382-5922, or E-mail address
A.TWITCHELL.
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I. PROJECT MANAGEMENT IN THE PUBLIC SECTOR
MIS in the Federal Government: The Debate Over Project Proportion
Robins, Gary
Computer-world v23 n9 pp.87-92 March 6, 1989
In the grand design approach to projects, a government entity
undertakes a complex project and attempts to combine all
requirements into a single procurement. As the General Services
Administration (GSA) points out in a report released in September
1988, many problems exist with this approach. The GSA's Francis
McDonough feels few grand design projects are successful based on
what he considers 3 fair measures: 1. whether they come in on
time, 2. whether they accomplish stated goals, and 3. whether
they come in at budget. The GSA recommends a more modular and
incremental approach, so that original requirements can be
improved through feedback based on experience. The US Patent and
Trademark Office's Tom Giammo points to some problems with the
approach, including substantial pressure from the US government
to use the grand design method. The Department of Commerce's Lee
Mercer, who has used both the grand design and a more modular
approach, says the grand design approach forces users to wait for
years for results. Graphs. (ABI/INFORM)
Systems Project Management: A Case Study at the IRS
Kerzner, Harold
Journal of Systems Management v40 nl pp.7-9 January 1989
Over the past 12 months, the achievements of the US Internal
Revenue Service's (IRS) Information Systems Development (ISO)
have exceeded those that took several industrial corporations 5
years or more to accomplish. The IRS1 ongoing commitment to
quality is the basis of its commitment to excellence in project
management. This commitment to excellence has resulted in a
redefinition of "success," which now includes 3 agency variables:
scope changes, culture, and work flow. Since the IRS implemented
the project management philosophy without restructuring, the line
managers within ISO provide the necessary commitments for project
success, and organizations outside ISO cooperate quite readily
during integration activities. At the IRS, executive support at
the assistant commissioner levels is visible. Assistant
commissioners are project sponsors for more than one project at a
time. A policy and procedure manual, known as a "Project
Management Guide," was developed. It is comprehensive, covering
all generic aspects of a project, all life cycle phases, and the
expected roles of the participants. Charts. (ABI/INFORM)
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Issues in NASA Program and Project Management
Hoban, F. T.
National Aeronautics and Space Administration, 1989 57p.
(Report No. NASA-SP-6101(02))
This new collection of papers on aerospace management issues
contains a history of NASA program and project management, some
lessons learned in the areas of management and budget from the
Space Shuttle Program, an analysis of tools needed to keep large
multilayer programs organized and on track, and an update of
resources for NASA managers. A wide variety of opinions and
techniques are presented. (NTIS)
Megapfoject Management Tool
Fairweather, Virginia
Civil Engineering v58 n5 pp.72-74 May 1988
Public agencies of all sizes are hiring outside firms as program
managers (PM) to help expedite large construction projects. For
example, the City of Los Angeles has hired the firm, James M.
Montgomery (JMM), as PM for a $2.3-billion, 10-year capital
improvement program. This approach freed city designers to do
design work while the PM worked on: 1. grants, 2. finance, 3.
advanced planning, 4. environmental documentation, and 5. general
project coordination. Gerard Schwartz of PM firm Sverdrup Corp.
says that PMs can make maximum use of local talent by giving
construction work to local firms and contractors. Many public
agencies see this as an advantage. The City of Milwaukee hired
the firm, CH2MHill, as PM for a $2-billion sewage treatment
upgrade program. The job is on schedule and on budget. The PM
approach was chosen because hiring similar experts using normal
civil service procedures would have taken too long. (ABI/INFORM)
Project Management in a Federal Research and Development
Laboratory: An Application of the Elusive Budgeted Cost of Work
Performed
Oldham, Connisue B.; Ripberger, Carl T.; Cook, Judith E.
Project Management Journal v!7 n4 pp.79-86 September 1986
A project management system (PMS) used in a federal research and
development laboratory for 8 years was described as a real-life
application of concepts referred to in project management
articles. The laboratory's PMS included the management processes
of planning and control with responsibilities split between the
project officer and the contractor. The project was divided into
3 phases: 1. initial implementation, 2. manual revision,
discontinuation of computer reports, and 3. reintroduction of
PMS. After 8 years of experience, certain conclusions concerning
the PMS were reached: 1. A carefully constructed Work Breakdown
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Structure is necessary. 2. Budgeted Cost of Work Performed will
be reported correctly by contractors only if the feedback system
is reinforced strongly. 3. The key individual is the one who
evaluates the project officer's performance. 4. Top management
can develop management tools, but it can only enforce their use
indirectly. Graphs. Equations. Diagrams. References.
(ABI/INFORM)
Financial Analysis of Military Capital Projects
Friedlob, George Thomas; Bryan, Edward Lewis
Project Management Journal v!7 n2 pp.61-64 June 1986
Using examples, the 2 discounted cash flow models that are most
applicable to decisions regarding the public sector capital
projects are examined: 1. the net present value method, and 2.
the equivalent annual charge method. Public sector project
analysis differs from its private sector counterpart in that the
public sector lacks an easily quantifiable measure of output. The
main decision criterion in public sector projects may be that of
minimizing the project costs rather than maximizing the
difference between inflow and outflows. Capital costs may be
divided into 5 types of cash flows: 1. research and development,
2. acquisition costs, 3. nonrecurring start-up costs, 4.
recurring costs, and 5. termination values. Project life may
be measured as useful life, physical life, or technological life.
Analysis also is complicated by the changing value of money over
time. The longer the time interval between project analysis and
the expected incurrence of a project cost, the less the certainty
that can be attached to any estimate. Tables. Equations.
(ABI/INFORM)
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II. PROJECT PLANNING
Master Project Planning: Scope, Time and Cost
Prentis, Eric L.
Project Management Journal v20 nl pp..24-30 March 1989
An important necessity for achieving project management goals is
the development of a timely, realistic, and useful master project
plan (MPP) that incorporates the project's scope, cost, activity
networking logic, resource requirements, and resource
availability. The 7 steps in the creation of a realistic MPP for
any industry are: 1. Define the overall project objectives in a
statement of work. 2. Divide the project into manageable
components with a work breakdown structure. 3. Conceptually
design and plan the project. 4. Develop a budget estimate. 5. Use
a network diagram to identify what tasks must be performed and
their logical relation so that cause .and effect may be analyzed.
6. Allocate resources. 7. Consider additional (usually lower
ranking) project priorities. Charts. References. (ABI/INFORM)
Uncertainty of a Research and Development Project
Manglik, P. C.; Tripathy, Arabinda
Project Management Journal v!9 n5 pp;9-12 November 1988
Uncertainties exist throughout research and development (R&D)
projects because they do not conform to a well-defined industry,
their technology changes rapidly, and their products are
nonstandard. There are 2 categories of uncertainties time
estimates and technological factors. The confidence level to
achieve success varies between activities in R&D projects. A work
breakdown structure (WBS) defines the R&D project in detail,
classifying systems, subsystems, and tasks within each subsystem.
A confidence level, defined on a 5-point scale, should be
assigned to each activity at the lowest level as described in the
WBS. The confidence level should be adjusted by a factor based on
the timing of the activity to arrive at a modified confidence
level at a point of time for an uncertain activity. The
probability of the project's completion is based on the
completion of all its systems, which is based on the subsystem's
completion. Tables. Equations. Diagrams. References. (ABI/INFORM)
Effective Project Management
Owens, Thomas
Small Business Reports v!3 n9 pp.45-52 November 1988
Project management begins with carefully defining the assignment
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to be undertaken and developing a project statement that focuses
on the organizational objective. Then, the project team is
appointed, beginning with the project manager, who becomes
responsible for creating and implementing the project plan. The
project plan includes tasks, activities, milestones, and paths.
The Critical Path Method (CPM) is a modeling tool that clearly
illustrates important elements of a special project plan. CPM
focuses attention on key aspects of the project. It assists
managers in setting time and cost limits and planning the most
efficient use of material, financial, and human resources.
Computer software can be used to construct computer models for
CPM and other planning systems. A final requirement is a
monitoring and control system that helps ensure that projects
remain on schedule and within budget. Charts. Diagrams.
References. (ABI/INFORM)
Establishing a Project Management Methodology
Stanley, Frank J.
Journal of Information Systems Management v5 n4 pp.15-24
Fall 1988
With advances in computer technology and broadening development
efforts, the information system development process is becoming
increasingly complex. In order to maintain control and ensure
project completion within schedule and budget, sound project
management methodology is required. Systems development should
begin with .a clear definition of objectives and timing, among
other planning requirements. Predefined goals and
responsibilities of staff members as well as preplanned problem-
solving techniques can expedite and improve project results.
Identifying and prioritizing tasks, organizing and ensuring the
availability of resources, and plotting the path to completion
are essential functions of effective project management.
Communication is equally important. Reporting mechanisms to track
progress, periodic review meetings, and acceptance procedures for
the end product should be determined at the outset. Constant
review and methodology refinement can yield improved results with
each project. Charts. Diagrams. (ABI/INFORM)
The Search for Perfect Project Management
Phan, Dien; Vogel, Douglas; Nunamaker, Jay
Computerworld v22 n39 pp.95-100 September 26, 1988
A recent survey of management information systems (MIS)
professionals by the University of Arizona's MIS department
addressed a variety of concerns. Respondents generally reported
they spend too little time in early activities such as
feasibility studies and planning and too much time in design,
system development, debugging, and quality assurance. The
respondents reported that their project goals and objectives are
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frequently better defined than are problems and opportunities or
the environmental interface of their software projects. However,
nearly 3/4 of the respondents believe user requirements and
expectations are always or usually met. Only 16.5% rarely or
never have cost overruns on their software projects, while only
17.5% rarely or never experience late delivery of products.
Overall, the survey respondents do not feel they are particularly
effective in their use of software project management techniques
and toolSo Graphs. (ABI/INFORM)
The Management of Development Projects
Bowers, 6. H., Jr.
International Journal of Technology Management (Switzerland)
v3 n6 pp.675-684 1988
A methodology for the management of development projects known as
the Project Development Cycle—can be used to monitor the process
of technical endeavors of any magnitude. This methodology
provides management with a well-defined tool to assess design
integrity, technical process, ease of manufacturing, and product
competitiveness. The process establishes 5 phases common to all
development projects: 1. the proposal, 2. detailed definition, 3.
proven feasibility, 4. qualification, and 5. production. The
comprehensive development plan (CDP), which is the central file
for the development project, delineates the scope of the project,
describes the end-product, shows the project schedule, and lists
the resources needed to accomplish project goals. Effective use
of the CDP necessitates much time, cooperation, and discipline,
but its use will aid in maximizing success. The semiconductor
industry can be used to illustrate the value and flexibility of
this approach to technology management. Tables. References.
(ABI/INFORM)
Project Management: Setting Controls.
Aptman, Leonard H.
Management Solutions v31 p.31(3) November 1986
Managing and controlling a business project depends upon the
establishment of and adherence to six project standards: (1)
deadlines for accomplishing phases of the work, (2) cost
standards, (3) technical standards,(4) professional and ethical
behavior standards, (5) standards of cash flow and other
budgetary considerations, and (6) administrative standards. To
ensure adherence to these standards, managers should conduct
operational audits that measure the performance of employees and
the project's progress toward its goals. Based upon such auditing
procedures, managers can take effective actions to ensure that
small problems detected early in the project work do not become
larger and prevent the project from achieving its goals.
(Management Contents)
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III. PROJECT MANAGEMENT TECHNIQUES
Managing Projects Effectively: It's No Easy Task
Caldwell, Tom
Computing Canada (Canada) v!6 n2 pp.30-31 January 18, 1990
In many cases, poor project management is the reason why projects
fail. Effective project management is one of the most important
components for completing projects on schedule and within budget.
A systems development project is the same as any other project in
that it requires project management. Some of the techniques that
should be employed to ensure effective project management are: 1.
the project plan, including accurate and complete estimates, 2.
tasks designed with the "80-hour rule," 3. project milestones, 4.
management against the project plan, and 5. post-implementation
reviews. Through the application of these few simple techniques,
project managers will be able to vastly increase the likelihood
of successful project completion on time and within budget.
(ABI/INFORM)
Strategic Issues in Project Management
Cleland, David I.
Project Management Journal v20 nl pp.31-39 March 1989
Successful project management requires an awareness and
management of the strategic issues that face the project during
its life cycle. The nuclear plant construction industry is used
to demonstrate the concept of strategic issues as applied to a
particular industry. A project with as long a life cycle as a
nuclear power generating plant is affected by many strategic
issues, including licensability, power costs, nuclear fuel
reprocessing, capital investment, advocacy, and safeguards. Since
a strategic issue is inseparable from a project, such an issue
should be treated as a project work package with someone in
charge who, working with the project team, develops a plan for
successfully coping with the strategic issue. The 4 basic steps
for dealing with a project's strategic issues are: 1. issue
identification, 2. assessment of the relevance of the issue, 3.
analysis of action, and 4. implementation of action. Charts.
References. Tables. (ABI/INFORM)
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Systems Approach to Project Management
Medley, Larry G., Sr.
AACE Transactions pp.E.l.l-E.l.lO 1989
In 1979, Union Carbide Corp.'s Nuclear Division (UCC-ND) operated
4 facilities for the US Department of Energy Oak Ridge
Operations. At that time, UCC-ND's engineering management decided
to develop a common framework for understanding the project
management process. Systems methodology was chosen as the means
for analyzing and integrating activities. The application
resulted in the creation of a model that served as the desired
framework. The model took the form of a 2-dimensional flow
diagram, with the project cycle represented along the primary
(horizontal) axis and the project participants along the
secondary (vertical) axis. The detailed project activities were
then placed within the model. The benefits of the system are that
it: 1. provides a common framework for understanding project
management, 2. facilitates the evaluation and implementation of
changes, 3. assures the compatibility and completeness of
procedures, 4. identifies the need for additional reference
materials, 5. enhances the use of management tools, and 6. aids
in a smooth transition for operating contractors. Tables. Charts.
Graphs. References. (ABI/INFORM)
Management Change in the Project Environment
Martin, M. Dean; Owens, Stephen D.
AACE Transactions pp.P.6.1-P.6.7 1988
Stimuli of change in a project may come from a source that is
external or internal to the project. External stimuli can stem
from factors that are political, economic, social, technological,
ecological, or international. These stimuli are basically beyond
the project manager's control, although early detection may
provide an opportunity to influence their final form. Internal
stimuli can stem from people, philosophy, processes, or policy.
These stimuli are not completely controllable, but they can be
influenced more than external stimuli can. The key to dealing
with stimuli is to detect the need for change, which is best
accomplished during strategic planning. Resistance to change is
common and can be dealt with by: 1. evaluating the organizational
climate, 2. using the work group as an agent of change, 3.
keeping employees informed, 4. seeking employee participation,
5. considering the timing of the change, 6. using managerial
appraisal, and 7. practicing transition management. Charts.
References. (ABI/INFORM)
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Towards Excellence in Project Management
Hetland, Per Willy
AACE Transactions pp.P.l.l-P.1.4 1988
Two strategies must be considered if a project is to finish with
an optimal facility. The first is to find the combination of
technical concept and corresponding execution plan that results
in the most profitable facility. The 2nd is to implement the
project according to the execution philosophy and the schedule,
within the budget in the execution plan. Concept optimization
focuses on the optimum concept after evaluating broad concepts.
Project execution planning seeks to find the most effective way
of executing the project. Project definition describes and
documents the concept so execution work can begin. Performance
indicators and standards and performance measurement and control
ensure that the work is carried out properly and on schedule.
Organization philosophies, management style, and physical
environment have an influence on the satisfaction of each project
member. A small investment in motivational efforts might have
great payoffs in terms of effective project work. Equations.
(ABI/INFORM)
"Bottom Line" Project Management
Hamburger, David H.
AACE Transactions pp.O.3.1-O.3.9 1988
A project manager can affect a profit and loss (P&L) statement
by: 1. performing design evaluations and trade-off studies, 2.
controlling the use of safety factors, 3. controlling work
execution, 4. managing the contingency budget, 5. preventing
contingency misuse, 6. managing the procurement cycle, 7. having
complete procurement data, 8. improving procurement performance,
9. controlling project changes, and 10. anticipating inflation
effects. Interest expense can be reduced by: 1. timing purchase
order placement, 2. considering the cost of vendor financing, 3.
seeking favorable progress payment terms, 4. expediting
invoicing, 5. pursuing retention reductions and timely project
completion, and 6. managing the schedule to ensure early payback.
Tax expense and profit can be affected by: 1. using percentage of
completion revenue recognition practices, 2. preventing
percentage of completion revenue recognition abuses, 3. ensuring
timely receipt of investment tax credits, 4. supporting corporate
P&L management, and 5. avoiding premature revenue accrual.
Tables. Graphs. References. (ABl/INFORM)
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Balancing Strategy and Tactics in Project Implementation
Slevin, Dennis P.; Pinto, Jeffrey K.
Sloan Management Review v29 p.33(9) Fall 1987
It is the rare project manager who is a brilliant strategist and
a skilled tactician, but to manage projects successfully, both
capabilities must be brought to bear. The authors propose ten
critical success factors for projects, break them down into
strategic and tactical subgroups, and place that model in a
project-life-cycle framework. They discuss what problems are
likely to occur if a project is well formulated strategically but
mishandled tactically, or well executed but poorly conceived.
(Management Contents)
Ideas to Action: A Project Blueprint
Hahn, Ron D.
Personnel Journal v66 p.66(12) February 1987
Century Companies of America, a financial services company, has
devised a seven-phase blueprint for managing special projects.
The seven phases of project management are: conceptualization;
feasibility analysis; detailed project planning; development and
construction; implementation; post-project implementation review;
and sign-off. The steps required to complete each phase of the
project are described. (Management Contents)
Effective Technical Project Reviews: Challenges in Communication
Thamhain, Hans J.
1987 IEEE Conference on Management and Technology -Proceedings.
Management of Evolving Systems, Atlanta, GA, October 27-30,
1987 p.241 1987
Summary form only given. The author examines the various barriers
to and drivers toward effective project tracking and self-forcing
project control. He discusses the role of project reviews in this
process, including specific suggestions of how to improve project
status assessments, measurability of milestones, communications
among team members, and commitment to agreed-on results. The
discussion is based on a field study of 150 engineering managers
and their project teams in mostly high-technology work
environments. (Compendex)
Keys to Successful Project Management
Fleming, Mary M. K.
CMA the Management Accounting Magazine v60 p.58(4)
November-December 1986
Proper scheduling of industrial projects and special business
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projects can reduce costs by minimizing the time required for
project completion. Methods of budgeting project time are
discussed, including network and float diagram preparation and
scheduling models. These project time management methods are also
related to project quality control, budgeting procedures, and
project progress assessments. To reduce the costs associated with
project management itself, managerial accountants should
consider: requiring progress reports only as projects fail to
proceed as planned (known as exception reporting), classifying
projects by risk in terms of dollar size and assigning management
procedures according to these classifications, avoiding
discipline of project directors for failures beyond their
control, and staffing projects with employees who are self-
motivated, resourceful, cooperative, and communicative.
(Management Contents)
Avoid the Pitfalls of Implementing a System
Rossman, Russell J., Jr.
The Office v!04 p.35(2) October 1986
Realistic goal-setting and the breaking down of projects into
achievable tasks can greatly facilitate a data processing, word
processing or record storage and retrieval system implementation.
Implementation guidelines include: do not be ignorant of the
system; allow ample time for implementation; use a chart to break
the system down into components; identify the system's goals; be
certain of understandings with the supplier; understand the
system's capabilities; utilize good planning; and get user
support prior to implementation. (Management Contents)
Why Projects Fail: The Effects of Ignoring the Obvious
Hughes, Michael William
Industrial Engineering v!8 p.14(4) April 1986
The majority of project failures occur because certain basic
principles of management were ignored. Reasons for project
failures include: improper focus of the project management
system, fixation on first estimates, either too much or too
little detail in scheduling, attempting to take on too large a
project too quickly, overstaffing, lack of communication of
goals, and rewarding the wrong actions. Successful project
management requires authentic communication among all levels of
the organization. Principles which should be adhered to in order
to achieve successful project management are detailed.
(Management Contents)
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IV. PROJECT MANAGEMENT SKILLS
10 Ways to Make Sure Your Projects Succeed
Woodard, William A.; Miller, Pamela
Working Woman v!3 n!2 pp.92-93,122 December 1988
Being placed in charge of a project offers an individual a chance
to show mastery of the essence of a manager's job organizing
people and resources to accomplish an objective. Ten suggestions
will be of assistance to the person in charge in making the
project a success: 1. Choose quality over quantity in assembling
the project team. 2. Select the best equipment for the client,
not just the job. 3. Establish client contact early. 4. Keep the
project visible by letting the client know of progress. 5. Be on
the line for some of the work so staff will consider the one in
charge as more a part of the team. 6. Remove productivity
obstacles. .7. Protect the project from personal weaknesses by
deferring to the experts on the team in their respective area. 8.
Do not let the team's deficiencies detract from its strong
points. 9. Reidentify goals at all project reviews. 10. Keep the
company's support. (ABI/INFORM)
The Project Manager: An Emerging Professional
Carter, Norman
Journal of Information Systems Management v5 n4 pp.8-14 Fall
1988
In information systems (IS) departments, project managers are
faced with increasingly complex tasks which require more than a
single set of management skills. In addition to technical
knowledge, 2 types of management are needed: 1. line management
(horizontal) to maximize production and quality, and 2. project
management (vertical) to handle activities with a defined time
period. Combining aspects of both results in a "T-manager"
position, where differences in management skills, all of which
are essential to today's IS projects, are recognized and
utilized. Training to give managers a more total view of the many
facets of their projects should simulate the real work
environment and involve managers from outside the project.
Several key steps should be followed to determine the appropriate
level of training: 1. Define the project manager's position
according to company needs. 2. Review existing training programs.
3. Create a plan to remove deficiencies using in-house, on-the-
job, abnd outside help in training. 4. Plan time for development
during projects. 5. Report accomplishments. Tables. Diagrams.
(ABI/INFORM)
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What Every Manager Needs to Know about Project Management
Randolph, W. Alan; Posner, Barry Z.
Sloan Management Review v29 p.65(9) Summer 1988
This paper offers ten commonsense principles that will help
project managers define goals, establish checkpoints, schedules,
and resource requirements, motivate and empower team members,
facilitate communication, and manage conflict. (Management
Contents)
Leadership and Influence: The Challenge of Project Management
Kezsbom, Deborah S.
AACE Transactions pp.I.2.1-1.2.4 1988
The degree of leadership and influence that a project manager has
over the people involved in a project will affect the project's
success significantly. The most important qualities of a project
manager are those needed for working with and through other
people. A project climate high in motivation and performance can
be created by: 1. concern for project team members, 2. the
ability to integrate the personal objectives and needs of project
team members into the project goals, and 3. the ability to create
enthusiasm for the project itself. Successful project managers
must be aware of their sources of power and influence as they
operate across multiple chains of command and amid conflicting
priorities. They must: l. respect the concerns and perspectives
of others, 2. encourage views different from their own, and 3. be
trustworthy. A key to effective project leadership is developing
the ability to assess the needs of followers and behave
accordingly. Be establishing internal and external relationships,
project managers can enhance their authority and their power.
References. (ABI/INFORM)
Achieving Project Goals in Contrasting Environments: The Value of
a Strong Management Philosophy
Bradshaw, George B.; Derrickson, William B.
ASME Management Symposium 1988. Presented at the Eleventh
Annual Energy-Sources Technology Conference and Exhibition, New
Orleans, LA, January 10-13, 1988 pp.95-104 1988
This paper focuses on management principles that have been used
successfully on two major nuclear construction projects to reach
defined goals. On both projects the Project Manager (PM) directed
efforts to develop a firm schedule, advertised his intentions
that it would be achieved, and overcame numerous obstacles to
project completion. He prevailed utilizing the principles
described herein. These principles are generally applicable to
any undertaking especially large complex projects. This paper
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provides some useful approaches for managers, faced with
challenges and associated decisions and choices, required to
carry out their task of managing a large project. (Compendex)
Training the Engineer as Project Manager: How to Turn Technical
Types into Top-notch Project Managers
Thornberry, Neal E.
Training & Development Journal v41 p.60(3) October 1987
The skills and talents needed by project managers are almost
opposite to those for which engineers are typically rewarded.
Engineers are supposed to be experts in specific areas, while
project managers are expected to demonstrate a broad, cross-
functional perspective. A 1983 study of 110 project managers and
supervisors in high-technology firms in the Northeast found that
interpersonal skills are often the difference between success and
failure among project managers, but that there is often a lack of
management support and transition training for these individuals.
Suggestions are offered for project manager selection procedures,
realistic job previews, skills-based training, and engineer
assessment. (Management Contents)
Management Training for a Technical Population
Katz, Sally N.; Rosen, Leslie S.
Training & Development Journal v41 p.71(3) October 1987
Bell Communications Research Inc (Piscataway, NJ) used a
specialized needs assessment to help technical staff develop into
good managers. The target population consisted largely of people
who had successfully managed complicated projects but who had
almost no supervisory experience. The needs assessment included
interviews with 41 key managers, and. a later sampling of 432 mid-
level managers company-wide. Surveys comprised the second phase
of the needs assessment, with responses obtained from 293
managers. A third curriculum design phase followed, which
resulted in two programs: an off-site workshop on managing
professional people and a performance appraisal component.
(Management Contents)
Effective Project Leadership in the Matrix Project Environment
Kezsbom, Deborah S.
1987 IEEE Conference on Management and Technology -Proceedings.
Management of Evolving Systems, Atlanta, GA, October 27-30,
1987 pp.249-252 1987
Leadership within a project matrix is examined and a variety of
techniques and mechanisms by which project managers can succeed
in this type of environment are explored. The author argues that
simply appointing a professional with technical expertise to a
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project manager role is not enough. Achieving a unity of effort
within the matrix project structure requires a firm appreciation
of the problems and diverse needs facing the project team, and an
ability to create enthusiasm and commitment for the work itself.
This ability evolves from a clear understanding of the nature of
project leadership and the identification and development of a
variety of influence and power bases. (Compendex)
Addressing Behavioral and Leadership Issues to Improve Project
Management
Annett, P. L.; Wetherbe, J. C.
Information Strategy v2 n3 pp.26-31 Spring 1986
This article discusses characteristics of a successful project
team in relation to information systems project management. A
team-building model is provided. Leadership styles and necessary
attitudes and skills of an effective team leader are also
discussed. (Library and Information Science Abstracts)
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V. ENVIRONMENTAL PROJECT MANAGEMENT
Enforcement Project Management Handbook
Environmental Protection Agency, Washington, DC. Office of
Solid Waste and Emergency Response, July 1989 508p. (OSWER
Directive no. 9837.2)
The publication is a basic reference and training manual to
assist EPA Superfund field personnel (Remedial Project Managers
and On Scene Coordinators) in planning, negotiating and managing
potentially responsible party (PRP) searches and PRP-lead actions
at Superfund sites. It provides an overview of each phase of the
Superfund enforcement process and discusses specific roles and
responsibilities of the RPM/OSC in the process. (NTIS)
Accuracy of Hazardous Waste Project Estimates
Hackney, John W.
Transactions of the American Association of Cost Engineers.
pp.O.l.l-O.1.12 1989
The HAZRATE system has been developed to appraise the current
state of definition of hazardous waste remedial projects. This is
shown to have a high degree of correlation to the financial risk
of such projects. The method employs a weighted checklist
indicating the current degree of definition of some 150
significant project elements. It is based on the author's
experience with a similar system for establishing the risk
characteristics of process plant projects. Definition ratings for
15 hazardous waste remedial projects have been correlated with
the excesses of their actual costs over their base estimates,
excluding any allowances for contingencies. Equations are
presented, based on this study, for computation of the
contingency allowance needed and estimate accuracy possible at a
given stage of project development. (Compendex)
Public Involvement, Conflict Management: Means to EQ and Social
Objectives
Delli Priscoli, Jerome
Journal of Water Resources Planning and Management V115 nl
pp.31-42 January 1989
More and more of the water professionals' analytical work depends
on people-oriented techniques either to relate their activities
to outside interests or to build better internal team
relationships. Frequently, the major problems that engineers and
scientists face are not technical. They are problems of reaching
agreement on facts, alternatives, or solutions. Public
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involvement and conflict management techniques are keys to
servicing such needs. After briefly describing public involvement
and conflict mangement techniques, seven observations on why
incorporating social and environmental objectives into water
resources planning and management require these process
techniques are presented. (Compendex)
Planning Ground Water Monitoring Field Projects
Lister, K. H.
Ground Water Monitoring Review v9 n3 pp. 101-111 1989
Project organization problems are not uncommon in ground water
monitoring projects, particularly those which occur at sites
remote from the office. Successful project management depends on
coordination of the personnel, supplies, and equipment necessary
to carry out each phase of the project. Procedures for planning
and organizing field projects involving well installation, ground
water sampling, and aquifer testing are outlined. Methods are
suggested that will aid the Project Manager in planning and
scheduling field work to make efficient use of personnel and
material resources. Cautions are given regarding common pitfalls
of projects involving operations at remote sites, and means of
avoidance are enumerated. A checklist of commonly use field
equipment and supplies is provided. (Pollution Abstracts)
Construction Management Keeps Costs Contained
Anonymous
Water Engineering & Management v!35 n6 pp.31,40 June 1988
Under Environmental Protection Agency (EPA) guidelines, the city
of San Diego, California, began a renovation, retrofit, and
expansion of the Point Loma Wastewater Plant in 1981. For the
project which cost about $35 million and took more than 3 years
to complete, the city hired Heery Program Management in a joint
venture with Brown and Caldwell to provide Step 3 construction
management (CM) services. This CM team began work during the end
of the design phase and performed the following functions: 1.
assisted in managing the bid-award process, 2. managed all
construction contracts, 3. provided quality control and the
stringent construction inspections required by the EPA, and 4.
verified progress payments to contractors, paying only when a
segment of work had been satisfactorily completed. The CM team
also reviewed change orders and made sure that the changes were
necessary and that price and time extensions were in line with
what the owner was receiving in return. (ABI/INFORM)
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Managing Institutional Development Projects: Water and Sanitation
Sector
Edwards, D. B.
Agency for International Development, Washington, DC. Office of
Health, May 1988 67p. (Report No. AID-PN-AAZ-920)
Developing and managing institutional improvement projects in the
water and sanitation sector is a difficult process. There are few
successful models to draw from and almost no documentation of
practical lessons learned. The drawing to a close of. the United
Nations International Drinking Water Supply and Sanitation Decade
provides the opportunity to gather together some of these lessons
from experience and make them available for those who are
managing or thinking about creating institutional development
projects. The focus of the manual is primarily on practical
project management. A well-designed project sets the stage for
successful implementation, but many projects fail during the
implementation stage no matter how well-considered the project
design. These guidelines are provided to help those implementing
institution-strengthening projects* Guidance is also presented
for linking project design with implementation. Some
implementation problems are a legacy from the design stage. This
is particularly true in areas where the design process has not
included important individuals who will carry out the project or
who are significantly affected by changes'which the project seeks
to make. The primary target of an institutional development
project is the institution itself. The secondary target is the
beneficiaries that the institution serves. (NTIS)
Project Control to Meet Project Change
Beyer, Mark W.
AACE Transactions pp.P.5.1-P.5.7 1988
The experiences of the Milwaukee Water Pollution Abatement
Program (MWPAP) of the Milwaukee Metropolitan Sewerage District
(MMSD) are used to show how project control can adapt to meet
project change. A program management office (PMO) coordinates all
planning, design construction, and start-up activities related to
the MWPAP. The PMO's management structure is revised almost
annually, with the organizational shifts occasionally being quite
complex. The ability to be modified is a necessary characteristic
of the organizational structure. Other aids in meeting change
include a broad-based management information system structure and
reporting formats that can change to fit conditions. The MMSD's
need for accurate short-term cash flow forecasting has led the
PMO to design and implement an integrated cost and schedule
system. Projected cash flow is based upon the type of project and
whether the work is active or future. The MWPAP should be
substantially complete in 1992, and some of its projects will
continue until 1996. Charts. Graphs. References. (ABI/INFORM)
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Managing Waste-to-Energy: The Operators' Perspective
Brunner, Kenneth C.
World Wastes v30 n6 June 1987 p.32,34
This is Part I of a six-part series describing the components of
a successful waste-to-energy project from the operator's
viewpoint. In the new world of the 'waste-to-energy process,' the
most forgotten ingredient is operator involvement. The first item
that an experienced operator brings to the project team is that
of attitude. The operator, has a 'total picture' before looking
at the operation. The plant manager will always look for reduced
speed. Slower speed reduces wear, creates less dust and operates
on lower energy costs. Reduced speed means lower horsepower, and
lower horsepower gives the project lower capital cost and lower
operating cost. The plant manager also must determine if the
material is being handled or worked in the process. These and
other aspects of the subject are discussed. (Compendex)
Estuarine Rehabilitation a Management Perspective
Snyder, Robert M.; Landrum, Fred R.
Coastal Zone '87, Proceedings of the Fifth Symposium on Coastal
and Ocean Management, Seattle, WA, May 26-29, 1987 pp.251-266
This paper discusses a proposed methodology consistent with
proven management techniques that is derived, in part, by a
critical analysis of currently published techniques and
approaches. While there is considerable competent technical and
scientific review in the permitting process, decisions are often
made by non-technical officials that are not always immune to
political pressures, especially when the project review lacks
cogency. Successful management requires continuity, consistency
and currency. The authors hope to begin a dialog that will lead
to better management techniques for an important and changeable
resource. (Compendex)
Environmental Management Model for the Upper Nile Lake System
Jorgensen, S. E.; Kamp-Nielsen, Lars; Jorgensen, Leif; Mejer,
Henning F.
International Journal of Water Resources Development v3 n2
pp.142-147 1987
This paper presents an ecological model which provides detailed
and accurate information about the important variables governing
water quality in the Upper Nile basin. Four management issues
urbanization, copper mining, the use of DDT and increased fishing
activity are explored using the model. (Compendex)
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VI. PROJECT MANAGEMENT SOFTWARE
Marshal Your Resources with Project Management Software
Miller, Robert
Today's Office v24 n8 pp.22-25 January 1990
The purchase of project management software typically is
justified when it is necessary to: 1. supervise one or more
projects, 2~. report in detail on the status of projects, 3.
juggle resources among conflicting priorities, and 4. review
budget projections against actual events. Most project management
software programs fall into one of 2 categories: high-end
programs designed for use by project management personnel and
low-end, business-oriented packages aimed at supervisors and
midlevel managers. While an abundance of worthwhile packages are
available, there are few standards or dominant products in this
market. Suggestions for finding the most suitable package
include: 1. Determine whether the projects have special
requirements. 2. Test packages under consideration. 3. Look for a
package that suits the computing environment. 4. Choose a package
that offers comfortable interface and understandable language and
produces needed reports with a minimum of redesign. 5. Ask about
available training and vendor support. (ABI/INFORM)
Using Project Management Software in Planning
Page, 6. William
Journal of the American Planning Association v55 p.494(6)
Autumn 1989
This article reviews the techniques of project management,
including Gantt charts, the program evaluation and review
technique (PERT), and the critical path method (CPM), as well as
several project management software packages - MacProject II,
Time Line, and Viewpoint. Project management software makes the
rudiments of project management easy to achieve. It forces the
user to plan and schedule the project. It produces useful charts
and tables that help in managing the project and are extremely
useful mechanisms for communicating with project team members,
clients, and the public. The software greatly simplifies the
effort necessary to evaluate alternative resource allocations and
schedule changes. (Management Contents)
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Project Management Ensures On-Time Completion
Kazan, Earl
Transmission & Distribution v41 n4 pp.24-27 April 1989
With the advent of large-scale computing power, the Program
Evaluation and Review Technique has metamorphosed into the more
general field of project management. The personal computer (PC)
has entered the project-management arena to provide a versatile
tool that can be used for projects varying in size from under
$5,000 to more than $50 million. Pacific Gas and Electric Co.
(PG&E) has been cited as a utility that uses PC-based project
management on projects that include facilities design and
construction, environmental studies, and research and
development. A project life cycle is divided into 4 steps:
conceptual, planning, implementation, and phase out. Electric
utilities have begun designing smaller projects of shorter
duration, and the effort to manage these small projects is
intense since management requires analytical data quickly. PG&E,
which illustrates the widespread use and acceptance of
distributed project management, now uses PC project-management
software on nearly all of its projects. Graphs. Charts.
(ABI/INFORM)
Project and People Management with Tracking Software
Whitmyer, Claude F.
Office v!09 p.24(2) February 1989
Project management software, which has been available for many
years, has usually been designed to handle large, multiple
projects. Desktop organizers, such as Borland's Sidekick Plus and
Brown Bag's Homebase, were not really designed for projects
unique to non-technical departments. Now, time management and
project tracking has been integrated into the same software
packages. Four packages are identified and briefly described:
InstaPlan Corp's Instaplan; Chronos Software's Who-What-When;
Primetime Software Inc's Primetime; and Information Research
Corp's Action Tracker. Four 'people managers' are also mentioned:
E. Trujillo Software's Contact Plus; Remote Control Inc's
Telemagic; Conductor Software Inc's Act; and Pinetree Software
Inc's Maximizer. Manufacturers' addresses for all eight programs
are provided. (Management Contents)
Project Management Software Plots Progress
Hovey, Rich
Today's Office v23 n3 pp.25-27 August 1988
Project management software assists in the coordination of
programs and personnel by designing a structure that allows
planning of a project's separate tasks. A baseline plan and
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schedule are used as a standard against the actual work. The
program's benefits are realized with the monitoring and
controlling of information gathered from updates. There are 4
kinds of outputs from this software. Network (PERT) diagrams
present the logical order of tasks within the project. In Gantt
(bar) charts, activities and time are represented in a compact,
but sometimes confusing, manner. Time and activity reports focus
on dates and duration for project monitoring and control.
Resource-utilization reports monitor each resource to show actual
use versus planned use. Resource leveling, subprojects, and
resource accounting across proj ect boundaries are advanced
features found in some packages. Evaluating the agency's needs is
a first step in using the software. Some project management
packages concentrate on the project, while others focus on the
people involved in the project. Diagrams. (ABI/INFORM)
Application of Expert Systems in Project Management Decision
Aiding
Harris, R.; Shaffer, S.; Stokes, J.; Goldstein, D.
National Aeronautics and Space Administration, Washington, DC.,
August 1987 122p. (Report No. NASA-CR-180762)
The feasibility of developing an expert systems-based project
management decision aid to enhance the performance of NASA
project managers was assessed. The research effort included
extensive literature reviews in the areas of project management,
project management decision aiding, expert systems technology,
and human-computer interface engineering. Literature reviews were
augmented by focused interviews with NASA managers. Time
estimation for project scheduling was identified as the target
activity for decision augmentation, and a design was developed
for an Integrated NASA System for Intelligent Time Estimation
(INSITE). The proposed INSITE design was judged feasible with a
low level of risk. A partial proof-of-concept experiment was
performed and was successful. Specific conclusions drawn from the
research and analyses are included. The INSITE concept is
potentially applicable in any management sphere, commercial or
government, where time estimation is required for project
scheduling. As project scheduling is a nearly universal
management activity, the range of possibilities is considerable.
The INSITE concept also holds potential for enhancing other
management tasks, especially in areas such as cost estimation,
where estimation-by-analogy is already a proven method. (NTIS)
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VII. PROJECT MANAGEMENT READINGS: MANAGEMENT BOOKS
(Those starred are available in the Headquarters Library
Management Collection; please inquire about accessing the
other titles.)
Essentials of Project Management
Gray, Clifford F.
Petrocelli, 1980 288p.
Human Factors in Project Management
Dinsmore, P.
AMACOM, 1984
Implementation of Project Management: The Professional's Handbook
Stuckenbruck, Linn C.-Editor
Addison-Wesley, 1981 304p.
Improving Project Management Skills & Techniques
Spinner, M. Pete
Prentice-Hall, 1988 320p.
** Harvard Project Manager/Total Project Manager
Kasevich, Lawrence
Tab Books, 1986 HD69.P75K37
Managing by Project Management
Adams, John; Barndt, Stephen; Martin, Martin D.
Univ Tech, 1983 168p.
Organization for Program Management
Davies, C.; Demb, A.; Espejo, R.
Wiley, 1980 240p.
Project Management
Al-Jarallah, M. I.; Nawara, G.
Wiley. 1984 350p.
Project Management 4th ed.
Lock, Dennis
Gower Publishing Company, 1988 367p.
Project Management: A Systems Approach to Planning, Scheduling, &
Controlling
Kerzner, Harold
Van Nostrand Reinhold, 1989 1012p.
Project Management in the Information Technology Age
Brooks, H. E.,Jr.
Sterling Series, 1989 205p.
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** Secrets of Successful project Management
Kleim, Ralph
Wiley, 1986 T56.8.K55
Software Project Management: Selecting & Using PC-Based Project
Management Systems
Zells, Lois
QED Information Sciences, 1990 598p.
Successful Project Management: A Step-by-Step Approach with
Practical Examples
Rosenau, Milton D.,Jr.
Van Nostrand Reinhold, 1981 266p.
** Winning at Project Management: What Works, What Fails, and Why
Gilbreath, Robert D.
Wiley, 1986 HD669.P75655
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EPA HEADQUARTERS LIBRARY
MANAGEMENT COLLECTION
List of Management Bibliographies
1 . STRATEGIC PLANNING
by Anne Twitchell, March 1990
EPA/IMSD-90-005
2 . TOTAL QUALITY MANAGEMENT
by Anne Twitchell, December 1989
EPA/IMSD-89-009
3 . LEADERSHIP: QUALITY MANAGEMENT FOR THE FUTURE
by Anne Twitchell, September 1989
EPA/IMSD-89-005
4 . COMMUNICATION SKILLS FOR EFFECTIVE MANAGEMENT
by Anne Twitchell, June 1989
EPA/IMSD-89-003
5 . EFFECTIVE PERFORMANCE APPRAISALS
by Anne Twitchell, March 1989
EPA/IMSD-89-002
6. OFFICE OF THE FUTURE: THE MANAGER'S ROLE
by Anne Twitchell, December 1988
EPA/IMSD-88-013
7 . OFFICE OF THE FUTURE: THE CHANGING ROLE OF
SECRETARIES
by Mary Hoffman and Anne Twitchell, revised May
1989
8 . MANAGEMENT TRANSITION
by Mary Hoffman and Anne Twitchell, September
1988
EPA/IMSD-88-007
9 . MANAGING IN THE PUBLIC SECTOR
by Mary Hoffman, March 1988
EPA/IMSD-88-003
10. RESISTANCE TO CHANGE
by Mary Hoffman, December 1987
EPA/IMSD-87-011
11. SUPERVISORS AND HUMAN RESOURCES MANAGEMENT
by Mary Hoffman, June 1987
EPA/IMSD-87-006
12. TECHNICAL EXPERT TURNED MANAGER
by Mary Hoffman, March 1987
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