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 Project Management

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file time: 2008-02-27

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The Project Management System Project Management               Engineering                      Services The project manager is responsible for all phases of the project.  With primary responsibility for the day-to-day management of the project, the project manager directs the efforts of the senior engineers who, in turn, manage their respective design disciplines.  The project manager is responsible for the successful completion of the project -- on time and on budget, as planned! NEWTECH Resources' management philosophy is client oriented, dedicated      to realizing the client's objectives.  This client centered approach results in cost effective management. It encourages a mix of classic and innovative solutions to difficult problems that increase management efficiency.  NEWTECH's rapid information exchange enables project managers to identify and correct adverse trends quickly, preserving commitments to the client. There are five essential ingredients to NEWTECH's project management     system: 1.   Flexibility.  There are no pre-established structural requirements to limit methods of managing unusual or unique problems. 2.   Thorough study and planning of every project.  Since there is no predetermined           structure, managers must thoroughly analyze and  organize     the work requirements of each project. 3.   Efficient, economical,  work performance.  Project organization gives those responsible for portions of the work direct access to the appropriate decision makers, resulting in an orderly work flow. 4.   Prompt turn around of reports.  Within three working days, managers receive a complete analysis of the prior week's activity in report form. 5. Bi-weekly reviews. The managers prepare a standard analytical report for company management. The report  includes overall project status, budget and schedule variances, special conditions, and the progress of the project in relation to the client's objective. Quality     assurance  follows  as an inherent result.

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