Managing projects at automotive parts manufacturer

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After several years of successfully managing projects at an automotive parts manufacturer, Sean decided to skip formally planning and monitoring his latest project because he believes he has adequate experience to respond to any problem that might arise. He also contends that no one in the organization ever looks at plans anyway. As Sean’s manager, what might you tell him to convince him of the importance of ongoing planning and monitoring?

You’re managing the design and installation of a new machine on a computer hardware assembly line. How might each of the following types of control data be used for project control: frequency counts, raw numbers, subjective numeric ratings, and indicator and surrogate measures?

Reference no: EM132234341

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