ABSTRACT
This chapter deals with the process and recommends a way in which management can retain control of their computer. It suggests a clear method for establishing objectives for each project, and a follow-up programme for review at key milestones in development. The most significant failing in controlling computer projects lies in identifying, at the beginning, what the project is all about. A job which starts with loosely defined objectives will soon run into trouble. The chapter looks at project costs, which can be considered primarily under the development costs and operational costs. Projects start with such generalised objectives that the systems analyst assigned to the task doesn't know where to begin. The manager of the organisation wanted to improve his overall service to customers and to reduce inventory levels. The chapter identifies the major activities in each complete project and recommended a project structure involving the various levels of management in the control of the overall project.
