Dq5 Lecture

Week 2 DQ #1

Analyze the techniques discussed in the Guldemond et al. article (2008) and propose how you would apply them to your own skill set as a Project Manager.

While the techniques “described” in Guldemond et al (2008) are at a doctorate of mathematics level in my view (and of dubious value to my understanding of the topic), scheduling seems to be a key aspect of the approach. Specifically, partial scheduling appears to provide a greater flexibility in overall resource planning. To the extent that this is the case, I would consider applying this particularly in a large, complex project in which resource estimates present great difficulty.

Week 2 DQ #2

In their 2009 article, Turner et al. describe the relatively low implementation rate of Gantt chart, CPM diagrams, etc. in projects.  Does your organization use these tools? How does this data compare to the implementation of these tools in your organization? Why?

Turner et al. (2009) provide a good summary of implementation of such project management tools as Gantt charts and CPM diagrams, among others. My organization (i.e., my employer) is General Dynamics Information Technology, and overall, they most certainly and of necessisity make extensive use of such tools. This is very consistent with the data provided in the article, in that larger, high-tech companies tend to have higher implementation rates of project management tools. I have worked on two contracts during my employment with the company, the first with the US Coast Guard to rewrite their Telecommunication Manual. That contract consisted literally of exactly two team members including the manager. The second is my current occupation.

Even for the two-member project team on the Coast Guard contract, we prepared a Gantt chart. This may have as much to do with the fact that the manager was at that time endeavoring to pass his PMP certification as anything else, but the fact remains that he and I were employees of a company that uses project...