WPS Office Jack R. Meredith,..) - libgen.lc.pdf X + Sign in Go Premium - X = Menu Home Insert Comment Edit Page Protect Tools Hand Tool 100% v Q Q R Q Select Tool Edit Content * PDF to Office * PDF to Picture Annotate Rotate H Auto Scroll Read Mode Background * Screen Grab Search Highlight Note Heywood, G. E., and T. J. Allen. "Project Controls: How Much a Learning Plan to Counter Project Uncertainty." MIT Sloan W Is Enough?" PM Network, November 1996. Management Review, Winter 2008. Hunsberger, K. "The Best of the Best." PM Network, Sep- Seesing, P. R. "Distributing Project Control Database Informa- tember 2010. tion on the World Wide Web." PM Network, October 1996. Hunsberger, K. "Change Is Good." PM Network, February 2011. Thamhain, H. J. "Best Practices for Controlling Technology-Based Ibbs, C. W., and Y.-H. Kwak. "Benchmarking Project Manage- Projects." Project Management Journal, December 1996. ment Organizations." PM Network, February 1998. Thamhain, H. J. "Managing Risks in Complex Projects." Pro- Keil, M., and M. Mahring. "Is Your Project Turning into a ject Management Journal, April 2013. Black Hole?" California Management Review, Fall 2010. Toney, F. "What the Fortune 500 Know about PM Best Prac- Lee, H. L. "Aligning Supply Chain Strategies with Product tices." PM Network, February 1997. ES Uncertainties." IEEE Engineering Management Review, 2nd Voices on Project Management. "Poll: What Is the No. 1 Rea- DE Qtr. 2003. son Projects Fail?" PM Network, May 2012. Leffingwell, D. "Engage! Involve the Customer to Manage Whitten, N. "Managing Priorities Effectively." PM Network, Scope." PM Network, August 1997. July 1995. 3E The following case continues the Project Manager/Customer Interface case from the previous chapter, exploring issues about the lack of control in that project. Jacqueline Doyle, manager of Contract Management, remains concerned with how the project grew from $500,000 to almost $2 million without her knowledge, and especially how she was drawn into a divisive meeting with the client without knowing ahead of time what the meeting was about. Case The Project Manager/Customer with NLP over the Green Meadow plant outage contract. She Interface (B) Jack R. Meredith had recently issued a memo to project management hoping to avoid such future problems by listing their responsibilities as Jacqueline Doyle, Manager of Contract Management for BWNS, including the following: (1) Know who the decisions makers was having second thoughts about their recent contract dispute are; (2) ask the right questions of the right people; (3) control 1 Navigation K