Closing the Gap Between Strategy and Results
Copyright © 2011 RPM Systems Corporation
"It is generally accepted in project management that the level of detail needed to understand and justify and then to manage a project increases the closer you get to the actual project in the field. In the New York Metropolitan Division our project and maintenance managers require significantly more planning and control detail than does the central Engineering program management organization in Philadelphia. As proposed projects move up the management hierarchy for approval, the data become more and more summarized and aggregated until high level summary packages of projects are presented to senior management. So we have two requirements: First, on the frontline our Division managers need sufficient detail from which to manage. Second, projects must be easily summarized into programs and other categories for senior management analysis, review and approval along with the ability to view low level detail by senior management.
Whether we are monitoring current projects, submitting candidate projects for approval for the next year fiscal year or doing a long-
For example, at a Capital Planning session we were able to provide instant access to detail for any Division proposed project that was presented in a summary form. This detail is often the “tie-
Director of Planning and Integration,
Amtrak, New York, Metropolitan Division
To download a report on these systems see: AMTRAK RPM Systems Newsletter. 22 Page PDF Download -