This book explains the thinking behind Momentum Management. There is too much to summarize on this web page, but a single example might serve to clarify the book's purpose. Consider the very idea of managing the momentum of the project (a causative factor), as opposed to managing the consequences of actions after-the-fact.
Picture walking through a crowded shopping mall, where droves of people move at different paces. If you are rushing to a destination, and want to maintain your momentum, you study the crowd ahead, note their respectives rates of travel, and make decisions about your own pace and direction. You may temporarily speed up to slide around and in front of two senior citizens who are about to block a doorway. You may slow down in order to let other pedestrians cross your path in front of you.
We define momentum as "pace and direction," and the concept is that Project Executors are far more effective (and their projects far more successful) if the primary management focus is on establishing and maintaining a collective momentum across the Project Team
This is an Ideology book that only make sense once one fully understands the Technological capabilities and Methodological options of Momentum Management, as discussed in Volumes 5 and 7, respectively. That is why we recommend that they be read first. (Top of Page)
In this book, we discuss the successful achievement of Project Time Management under Cognitive Project Management: Momentum Management. In particular, we discuss how to make PAGUSYS come alive.
Needed are various actions by Upper Management. Some of those actions are as simple (or not) as an attitude change. Some actions entail changing management philosophy (the topic of Volume 8). Some of those changes require a willingness to try something different on a Project Time Management level.
This book full examines how Project Time Management is more, much more, than the mere creation, maintain, and occasional reporting of schedule data. Project Time Management is, at its core, a management effort – not a technical juggling of enigmatic data of questionable value managerial value. (Top of Page)
Project Time Management is a group effort. Every one of the four domains of Project Management has a vested interest in Project Time Management.
Project Time Management is a group effort – like an orchestra, only as good as its worst instrumentalist. Given all that you have read on this and the two surrounding pages/tabs (Volume 5 and 7), we hope you now understand why we insist that that there is more, much more, to Project Time Management than simply creating and maintaining a CPM Schedule … and then comparing planned and actual performance on a monthly basis.
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