項(xiàng)目管理：計(jì)劃、進(jìn)度和控制的系統(tǒng)方法（第10版）.zip

項(xiàng)目管理計(jì)劃、進(jìn)度和控制的系統(tǒng)方法

over the fence in hopes that someone would catch it. Once the ball was thrown over the
fence, the line managers would wash their hands of any responsibility for the project
because the ball was no longer in their yard. If a project failed, blame was placed on
whichever line manager had the ball at that time.
The problem with over-the-fence management was that the customer had no single
contact point for questions. The filtering of information wasted precious time for both the
customer and the contractor. Customers who wanted firsthand information had to seek out
the manager in possession of the ball. For small projects, this was easy. But as projects
grew in size and complexity, this became more difficult.
Following World War II, the United States entered into the Cold War. To win a Cold
War, one must compete in the arms race and rapidly build weapons of mass destruction.
The victor in a Cold War is the one who can retaliate with such force as to obliterate the
enemy.
The arms race made it clear that the traditional use of over-the-fence management would
not be acceptable to the Department of Defense (DoD) for projects such as the B52 Bomber,
the Minuteman Intercontinental Ballistic Missile, and the Polaris Submarine. The govern-
ment wanted a single point of contact, namely, a project manager who had total account-
ability through all project phases. The use of project management was then mandated for
some of the smaller weapon systems such as jet fighters and tanks. NASA mandated the use
of project management for all activities related to the space program.
Projects in the aerospace and defense industries were having cost overruns in excess of
200 to 300%. Blame was erroneously placed upon improper implementation of project
management when, in fact, the real problem was the inability to forecast technology.
Forecasting technology is extremely difficult for projects that could last ten to twenty years.
By the late 1950s and early 1960s, the