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Management article
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Reference no. 68205
Authors: Robert A. Howell
Published by: Harvard Business Publishing
Published in: "Harvard Business Review", 1968

Abstract

A control system developed and refined for six years at a large electronics corporation has helped top executives to effectively manage the performance of about 100 different projects. The heart of the multi- project control system, the Program Status Report, gives information simultaneously on cost, schedule, and technical status. The development of a system for visually displaying essential elements of all projects allows top executives to pinpoint projects demanding immediate attention. The project manager must report the progress of the project monthly and answer for the end results of the project.

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Abstract

A control system developed and refined for six years at a large electronics corporation has helped top executives to effectively manage the performance of about 100 different projects. The heart of the multi- project control system, the Program Status Report, gives information simultaneously on cost, schedule, and technical status. The development of a system for visually displaying essential elements of all projects allows top executives to pinpoint projects demanding immediate attention. The project manager must report the progress of the project monthly and answer for the end results of the project.

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