Foreword | Introduction | Simplicity | Problems | Content | New Section | Appendix

Overlapping Content

In classifying my material, some overlap between ESA functions was to be expected. For example, the coding of the work breakdown structure, which represents the Scope of work, is essentially a Communication device. Similarly, contingency management as part of Cost Management also includes contingency planning i.e. "Planning Alternatives" under Time Management. However, as the exercise advanced, another interesting aspect began to emerge.

Figure 7: The practice of Communications: project facilitation

Figure 7: The practice of Communications: project facilitation [RMW 1985]

I observed that certain key words appear in several ESA Management Functions. For instance, Scope, as well as being an ESA management function itself also appears in Cost and Time Management. Procedures appear in Cost, Time and Communications Management. Yet Quality Management which is just jam packed with procedures, doesn't give the word a mention. Policies on the other hand appears in Human Resources, Time and Scope Management. Funny thing, I was always taught that you couldn't establish an effective procedure without enunciating a governing policy. Conversely, a policy is useless without a procedure to implement it!

Monitor and Control appear as major subsets of both Cost and. Time Management but only Monitor appears under Scope Management. Yet controlling scope is the single most important factor in avoiding undesirable cost and schedule overruns.

What all these particular words have in common is that they are all part of the process of good management. That is to say they are distinct from specific functional content. Since ESA is concerned with the management of a number of functions, it follows that each of these processes applies to all functions.

In short, the systemized project management process of plan-organize-execute-monitor-and-control applies to each and every ESA function.

The Function-Process-Time interrelationship in project management

Figure 8: The Function-Process-Time interrelationship in project management. This diagram shows the connection which makes project management both universally applicable and unique to all project work.
(From Cost Control of Capital Projects, by R. Max Wideman, 1983, p7)
Problems Appeared Early  Problems Appeared Early

Home | Issacons | PM Glossary | Papers & Books | Max's Musings
Guest Articles | Contact Info | Search My Site | Site Map | Top of Page