This cutting edge, "how to" manual details proven methods for turning around chronically late, overbudget, and underperforming projects. Project Management in the Fast Lane explains how Theory of Constraints tools can be applied to achieve effective, breakthrough solutions in virtually any environment. It includes a complete discussion of the Critical Chain scheduling approach pioneered by Eli Goldratt-the most significant new development in project scheduling in the last 40 years! The project management tools described in Project Management in the Fast Lane are clearly outlined and will help project managers in manufacturing, construction, and new product development in any field find efficient, practical, and sound solutions to management issues. Common problems related to deadlines, budgets, project performance, and more are thoroughly treated, providing a solid basis for applying tools to familiar problems. This book is sure to inspire managers, executives, engineers, and MIS and quality assurance professionals to rethink their management approaches and create dramatic, profit-driven improvements in their organizations.

This cutting edge, "how to" manual details proven methods for turning around chronically late, overbudget, and underperforming projects. Project Management in the Fast Lane explains how Theory of Constraints tools can be applied to achieve effective, breakthrough solutions in virtually any environment. It includes a complete discussion of the Criti

The unique history and development of FastLane, the central nervous system of the National Science Foundation. Since 2000, the National Science Foundation has depended upon its pioneering FastLane e-government system to manage grant applications, peer reviews, and reporting. In this behind-the-scenes account Thomas J. Misa and Jeffrey R. Yost examine how powerful forces of science and computing came together to create this influential grant-management system, assessing its impact on cutting-edge scientific research. Why did the NSF create FastLane, and how did it anticipate the development of web-based e-commerce? What technical challenges did the glitch-prone early system present? Did the switch to electronic grant proposals disadvantage universities with fewer resources? And how did the scientific community help shape FastLane? Foregrounding the experience of computer users, the book draws on hundreds of interviews with scientific researchers, sponsored project administrators, NSF staff, and software designers, developers, and managers.

This book presents IPQMS (Integrated Planning and Quality Management System) as a powerful management methodology. This system ensures cost-effectiveness as well as quality in the constructed project, environmental cleanups, and other sectors - providing an integrative force for essential teamwork in industry and government. This book contains business and engineering case studies, illustrating a principle, issue, or approach in making a decision. Each case study examines the spectrum of a particular project, demonstrating the interrelationships among policy makers, planners, designers, implementers, and managers in creating a project.

Appropriate for classes on the management of service, product, and engineering projects, this book encompasses the full range of project management, from origins, philosophy, and methodology to actual applications.

The unique history and development of FastLane, the central nervous system of the National Science Foundation. Since 2000, the National Science Foundation has depended upon its pioneering FastLane e-government system to manage grant applications, peer reviews, and reporting. In this behind-the-scenes account Thomas J. Misa and Jeffrey R. Yost examine how powerful forces of science and computing came together to create this influential grant-management system, assessing its impact on cutting-edge scientific research. Why did the NSF create FastLane, and how did it anticipate the development of web-based e-commerce? What technical challenges did the glitch-prone early system present? Did the switch to electronic grant proposals disadvantage universities with fewer resources? And how did the scientific community help shape FastLane? Foregrounding the experience of computer users, the book draws on hundreds of interviews with scientific researchers, sponsored project administrators, NSF staff, and software designers, developers, and managers.

Requirements are a crucial ingredient of any successful project. This is true for any product--software, hardware, consumer appliance, or large-scale construction. You have to understand its requirements--what is needed and desired--if you are to build the right product. Most developers recognize the truth in this statement, even if they don't always live up to it. Far less obvious, however, is the contribution that the requirements activity makes to project management. Requirements, along with other outputs from the requirements activity, are potent project management tools. In "Requirements-Led Project Management, " Suzanne and James Robertson show how to use requirements to manage the development lifecycle. They show program managers, product and project managers, team leaders, and business analysts specifically how to: Use requirements as input to project planning and decision-makingDetermine whether to invest in a projectDeliver more appropriate products with a quick cycle timeMeasure and estimate the requirements effortDefine the most effective requirements process for a projectManage stakeholder involvement and expectationsSet requirements prioritiesManage requirements across multiple domains and technologiesUse requirements to communicate across business and technological boundaries In their previous book, "Mastering the Requirements Process, " the Robertsons defined Volere--their groundbreaking and now widely adopted requirements process. In this second book, they look at the outputs from the requirements process and demonstrate how you can take advantage of the all-important links between requirements and project success.