By Dr. Mitchell L. Springer
In all organizational settings, handling tasks is an ever-increasing necessity. huge firms have departments that institute systems for enforcing and monitoring tasks, yet smaller enterprises may also reap the benefits of changing into conscious of the stairs undertaken in making a undertaking to allow them to maximize deliberate results. Mitchell Springer, knowledgeable in those components, offers a useful advisor that info application administration in a concise and comprehensible demeanour. This succinct reference might be a invaluable asset and will be at the table of somebody concerned with the problematic and expensive enterprise of software administration.
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Additional info for A Concise Guide to Program Management: Fundamental Concepts and Issues
Activity-on-arrow is based on three rules. 1. 2. 3. Each activity is represented by one and only one arrow in the network. No two activities can be represented by the same head and tail events. To ensure correct representation, the following questions must be answered as each activity is added to the network: y Which activities must be completed immediately before this activity can start? y Which activities must immediately follow this activity? y Which activities must occur concurrently with this activity?
Milestone charts have their own set of symbols to describe the status of the many milestones. The following two figures depict symbols used in milestone charts and an example with the use of those symbols. Basic Milestone Symbols Basic Symbol Meaning Schedule completion Actual completion Previously scheduled completion— still in future Previously scheduled completion— date passed Representative Uses Meaning Anticipated slip—rescheduled completion Actual slip—rescheduled completion Actual slip - actual completion Actual completion ahead of schedule Time span action Progress along timespan Continuous action From the figure below, notice that framing has experienced an actual schedule slip with a rescheduled completion date.
Efficiency is concerned with the means, while effectiveness is concerned with the ends. Is it possible, then, to be efficient, but not effective? Sure. An individual can be highly efficient, can do a great deal of work, and can do it with minimal resources. But that does not mean that what got done was what was intended to be done. ) than another, thus the inefficiency. Pictorially, one could create a chart that depicts this relationship based on resources used versus goal attained. The below figure reflects such a relationship.