The project doctor

Abstract

A firm investing in new plant, a novel venture or the installation of new systems may have a temporary need for project control that conflicts with established managers and procedures. One remedy is to hire the temporary help of a project manager, but the need to do so may not be accepted until there are problems that demand the addition of someone special — the project doctor. The role of the project doctor is discussed. Stephen Wearne was employed in industry from 1945 to 1964, initially as a trainee and then as an engineer on heavy engineering projects in Spain, Scotland and South America. He was the UK project engineer for a joint project with Japan and then moved to UMIST, UK, where he started what is now the Project Management Group. He became Professor of Technological Management at the University of Bradford, UK, in 1973, responsible for business studies in engineering courses and for research with industry on project management, engineering contracts, design departments, cost contol and the commissioning of plant. Since 1966, he has led courses on industrial project management run by the Institution of Mechanical Engineers and others in various countries.