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Chang/Shang-Jen/Sep 6 chapter 1/page 25/ 4, 10

4. The seven attributes that characterize a project are:

a. Importance: Workers must feel that it is significant for a project to succeed.

b. Scope: Realizing the needs, wants, goals and an optimal result of the project.

c. Life Cycle: The progress and timeline should be defined.

d. Interdependencies: To know how a project interacts with other projects within the parent


e. Uniqueness: This attribute will cause a need for projects to be individually managed.

f. Resources: Creating a budget to have resources under control.

g. Conflict: It must be overcome to make the project succeed.

Work-Experience Application:

This reminds me of the time I was working as a piping engineer in a construction company

in Taiwan. I worked in there for 1.5 years, and I needed to show the supervisors what

design I was going to do, what problems were going to be solved, and how I am going to

finish this piping design to fit a scope which is owner want. Most important of all was

that what goals those management people at the end of this project could expect. They

could easily understand and be interested in was the scope of this project. After I gave
them very clear designs of the piping and all the details of the schedules and those designs

which fit the scope, it was very convenient for them to give me their ideas and advice.

Meanwhile, they have faith and realization that they could follow up all my design in the

following months, even they could not fully understand the principle of the piping design.

10. A project manager usually encounters conflicts which are from functional departments.

Functional departments have their own KPIs and scopes should approach and be followed.

However, a project is often not in their KPI. The project is usually a task which is depended

on whether a company wins the project bidding other not. So, functional departments

typically don’t let unknown projects schedule into their KPI. Due to the project manager

commonly wants resources from every functional departments’ support. That’s why

functional departments usually have a conflict with the project manager.

Work-Experience Application:

When I was a piping engineer in a construction company in Taiwan, I saw many

departments have no interesting about new projects. They think those new projects will

consume their resource. It will let them fail to approach their KPI they set in January. So,

my company needs to give project managers more authority power to get resource from

every department. The class of our project management department is higher than in other
departments. Project managers can easily order other departments to support them.

However, other departments usually pretended that they would fully support project

managers, but they don’t. Therefore, project managers fight generally with other

departments in a project meeting. Moreover, due to the members of the project team are

consist of many functional departments. Sometimes, project team members will fight each

other for resource such as time, money or manhour. They all think their work are more

important than others, and their work have priority. These are the conflicts I saw in my ex-