Can't see the forest for the trees? How to effectively manage complex project schedules

Freescale Semiconductor Israel, the largest design center of Freescale Semiconductor (previously Motorola Semiconductor), has established a project management office (PMO) starting 1999. The PMO defined a well disciplined planning and tracking process for the development projects. The plans of these projects, which last more than a year and involve 50-100 engineers, were very difficult to manage and control because of their size and complexity.The following issues were raised:· How to easily extract the vast knowledge contained in a database of hundreds of activities to help managers make timely right decisions? · How to generate different views for different levels of decision makers in the organization? · How to save technical project managers the effort spent on studying standard project management tools and processing complex schedules? · How to easily analyze and present a multiple critical path situation?· How to identify schedule slippage in a very dynamic environment? How to distinguish between contin
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