Publication: Project management of expansion glaze roofing tile manufacturing plant in order to complete the project within 18 weeks by using it’s economic resources utilization
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Date
2002-03-01
Authors
Wong, Ling Tung
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Abstract
The art of managing large projects preceded managing production processes by
more than 4000 years. From the Great Pyramid (2450 BC) to the English railway of the
1840s, men and machines and material were brought together on a massive scale for a
time and disbanded. Yet ‘project management’ as a recognized intellectual discipline or,
more correctly, methodology has only been around for a few decades. Does this mean
that the term ‘project management’ is merely a new name for those past practices,
which combined common sense and experience? Here will show that the formal
adoption of project management methods should provide engineering manager with the
mean to manage large and complex project working to very tight schedules. The aim of
a project manager today are no different from those in previous centuries, namely to
bring together for a finite period of time considerable resources in the form of
manpower, machines and materials in order to complete the project on time, to
specification and within budget. Today, however, the project manager can use a number
of tools that will keep track of a multitude of different parallel tasks and that will allow
better informed decisions to be made quickly and with confidence. Complex and
concurrent engineering processes need clearly defined relationships between
supplier/contractor and purchaser; the project manager must implement policies to this
end.
Project management is a powerful methodology, one with which all engineers
should be familiar. By following the methodology, the young engineer should be in a
strong position to take on responsibilities that might in earlier times have been assumed
by his elders.