" There are several benefits that a global consumer electronic firm could derive from inter-project learning. First, inter-project learning allows firm to enhance project completeness. Prencipe, & Tell (2001) argue that inter-project learning allows firms to execute a project in a best method. In the present competitive market environment, project is the key to the dynamic competitive capabilities. Typically, accumulation of knowledge builds project competencies, which could enhances market performances of a

Project Management: Case Study in Managing a Complex Shipyard Project in Singapore Background of Complex Shipyard Construction Project Company background Project Overview and Objective Work Process of Building Construction Issue Analysis in Shipyard Construction Project Management Literature Review of Project Management Issues in Scope Management Methodology of Scope Management Lessons Learned from Scope Management Issues in Cost Management Methodology of Cost Management Lessons Learned from Cost Management Issues in Human Resources Methodology of HR Management Lessons Learned from Human Resource Management Case Study in Managing a

Project Management Any project, no matter what the outcome is supposed to be, has to be properly managed from outset to completion to make sure that the outcome is the one desired. Without some type of plan, a project can easily become so overburdened with cost and time overruns that it is better just to abandon it and move on. The problem is though that project management often requires a large

(Braunschweig; Day, 150) Most of the current generation of project managers expects the project management tools to furnish them with almost real-time knowledge in order to facilitate their decision-making. Some of these tools like DOFF, "Field of the Future," "Smart Fields," Microsoft's "Oilfield Connectivity" and i-Fields are currently being examined by exploration and production oil companies. Some of these tools have the capability of generating information from apparently incongruent data

2002). This paper's focus will be on the CPM and PERT methodologies. The Rockfest event has 26 tasks, each conveniently denoted by a letter in the alphabet. Having drawn up the Critical Path and analyzed it, I found the following. The Critical Path starts with task A, continues with B, D, E, F, G, and finally O. The time it takes to complete these tasks is 34 weeks. That is

Critical Path Method (CPM) and Critical Chain Method (CCM). How is CCM an improvement over CPM? The Concepts The concept of paths and the slacks on the path have been around the management circles from the 1960s, with the concept of slack being defined as the amount of time an activity on a production line can be halted without affecting the project completion date. (Hansen, 1964) Likewise the critical path and the