Transcript CHAPTER 1

MGMT17 Project Management @
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1. Define project
1.1. Access project scope and other relevant documentation
1.2. Define project stakeholders
1.3. Seek clarification from delegating authority of any issues related to
project and project parameters
1.4. Identify limits of own responsibility and reporting requirements
1.5. Clarify relationship of project to other projects and to the organisation's
objectives
1.6. Determine and access available resources to undertake project
2. Develop project plan
2.1. Develop project plan including timelines, work breakdown structure,
role and responsibilities and other details of how the project will be
managed in relation to the project parameters
2.2. Identify and access appropriate project management tools
2.3. Formulate risk management plan for project, including occupational
health and safety (OHS)
2.4. Develop and approve project budget
2.5. Consult team members and take their views into account in planning the
project
2.6. Finalise project plan and gain any necessary approvals to commence
project according to documented plan
3. Administer and monitor project
3.1. Take action to ensure project team members are clear about their
responsibilities and the project requirements
3.2. Provide support for project team members, especially with regard to
specific needs, to ensure that the quality of the expected outcomes of
the project and documented time lines are met
3.3. Establish and maintain required record keeping systems throughout the
project
3.4. Implement and monitor plans for managing project finances, resources
(human, physical and technical) and quality
3.5. Complete and forward project reports as required to stakeholders
3.6. Undertake risk management as required to ensure project outcomes are
met
3.7. Achieve project deliverables
4. Finalise project
4.1. Complete financial record keeping associated with project and check for
accuracy
4.2. Assign staff involved in project to new roles or reassign to previous roles
4.3. Complete project documentation and obtain any necessary sign offs for
concluding project
5. Review project
5.1. Review project outcomes and processes against the project scope and
plan
5.2. Involve team members in the project review
5.3. Document lessons learnt from the project and report within the
organisation
Define Project
The project scope is an overview of intentions that defines what the project is
about. It involves creating agreements with clients and stakeholders on the
following issues:
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What do you intend to achieve in order to meet the needs of the client(s)
and stakeholders?
What are their expected outcomes in terms of time, quality, cost?
How long will the project take?
What sort of activities will you need to undertake in order to complete
the project?
What are the broad risks involved in completing the project?
Who else, individuals and organisations, do you need to consult?
The answers to these questions will form the outline or scope of your
overall project plan.
The Business Case
This could be in the form of a business case that can include components
such as:
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Background market analysis
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Force field analysis
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SWOT analysis
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Cost benefit analysis
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Alternatives
Committing Resources
The information generated by the business case is intended to help
management decide whether to commit resources to the project and to
judge whether or not the project is likely to succeed.
It should be remembered that there will be many competing alternatives so
the benefits and risks of the project need to be fairly, honestly and
professionally set out.
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What are the driving forces that you think can justify you taking on the
project?
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What are some of the environmental conditions you may need to
consider?
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Stakeholders and stakeholder analysis - stakeholder goals and objectives
in relation to the proposed project.
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A clear outline of the sponsor's requirements.
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A broad outline of the work to be performed including the products,
equipment and services to be provided for the project to function.
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An overview of any organisational, environmental or technical issues
relevant to the project.
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Project objectives.
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Details about the qualifications and experience of proposed project
personnel.
The scope of a project may include:
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Interrelationships with other known projects.
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Benefits to the organisation.
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Risk factors that may prevent project success.
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Any exclusions to the project or matters that the project will not be
dealing with.
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Relevant policies.
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Legal obligations.
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Known facts relevant to the project and stakeholders to the project.
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Estimated budget and time frames.
Scope Slippage
Typical causes of scope slippage are:
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Unstated or conflicting aims and objectives.
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Scope poorly formatted and presented.
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Scope not independently checked.
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Vague terminology.
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Vague details of the description of the work to be undertaken.
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Failing to acknowledge policies, procedures or specifications relevant to
the project.
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Over enthusiasm for the project.
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Over caution in regard to project risks.
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Ignorance of project risks.
Managing The Scope
The Project Management Body of Knowledge (PMBOK) (2000) refers to five
steps required to ensure that the project remains committed only to the
activities agreed to by sponsor(s) and stakeholders, noting of course that
these are subject to change by agreement.
These are:
1. Initiation:
 Committing the organisation to begin the next phase of the project. Each
project phase is pre-planned, discussed between project manager,
sponsor(s) and stakeholders and agreed on before the next phase is
commenced.
Managing The Scope
2. Scope planning:
 Developing a written scope statement as the basis for future scope
decisions. All changes and variations can be 'benchmarked' against this
original document.
3. Scope definition:
 Subdividing the major project deliverables into smaller,. more
manageable components, so that change can be dearly identified and
addressed.
4. Scope verification:
 Formalising acceptance of the project scope. A sign off by the project
manager and sponsor(s).
5. Scope change control:
 Controlling changes to project scope by requiring administrative
documentation.
Managing The Scope
First, What is the project’s main objective?
What exactly do you want to achieve and when?
Make sure when you write it, that it is:
S
M
A
R
T
Specific
Measurable
Achievable
Realistic
Time and cost bound
Project Feasibility
At this stage the project manager needs to be ready to discuss the overall
risks to the project success with the project sponsor.
It is at this point that a SWOT analysis or a ‘force field’ analysis will assist the
project team in evaluating the likelihood of the project’s success.
SWOT Analysis
A SWOT analysis is a simple tool used to evaluate the
Likely success of your project. Your team needs to
examine and list the:
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Strengths of the project
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Weaknesses of the project
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Opportunities of the project
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Threats to the project
Force Field Analysis
Driving Forces:
The more powerful the driving forces behind the project the better the
chances it will succeed.
Resisting Forces:
Typically people resist change, and by identifying these areas of resistance in
advance you will minimise their impact and increase your chances of success.
Significant Risks
Project managers should ask themselves these questions.
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Where might the risks to my project come from?
How large are the risks?
Who or what organisation(s) might pose a risk to my project?
What situations or activities create the possibility of risks occurring?
What level of risk will the sponsor organisation carry and at what level of
risk should the project manager take action to reduce or eliminate a
potential risk?
What are the key risks in the day-to-day operations of the project?
What risks are involved in the recruitment and management of staff for
the project?
How can the project manager develop a set of potential actions to meet
the anticipated risks faced by the project?
Steps To Reduce Risks:
There are four key steps in managing project risks.
1. Identify project risks
2. Analyse and evaluate project risks
3. Treat project risks
4. Monitor and review project risks
Legal Obligations:
It is also the manager’s responsibility not to contravene any relevant
statutes,
regulations or codes of practice.
Project Stakeholders Are Defined
A stakeholder is any person, business or Organisation that has any form of
interest in the project.
The major stakeholders in any project are:
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The project manager
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The sponsor(s):
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The team:
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The customers:
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Suppliers:
Estimates And Accuracy
Accurate estimating of resources is a vital component of project
management.
Project management is primarily concerned with controlling risk.
The better the risk is controlled the more likely the project will succeed.
Cont….
Estimates And Inaccuracies
Estimating inaccuracies could arise from:
 Broad and over generalised scope statements
 Poorly identified activities
 Those too eager to please
 Inexperienced estimators
 False assumptions
 Pressure from sponsors
 Pressure from stakeholders
 Inexperienced team participants
At this early stage of your project you probably will be guessing resource
requirements and costs. The more accurate the data the less change,
revision, and negotiation will be required later.
Some Tools for Meeting
Estimating Inaccuracies
Verzuh (1999) outlines a number of traditional estimating approaches
that project managers have used.
One is termed ‘phased estimating’:
Where the project is artificially broken down into 'realistic planning
horizons'. After an overall 'ball park' estimation the project manager
commits only to the next logical phase with a detailed estimate
commitment.
The rationale is that the closer to the task the project manager is, the
more accurate the estimate.
At each of these phased points, the sponsor or the client has an
opportunity to decline further commitment if the risks, as they relate to
costs, look too high.
Some Tools for Meeting
Estimating Inaccuracies
Another traditional estimating approach is ‘parametric estimating’:
Where a typical project task or activity is used as a base model for similar
following tasks.
Once the boundaries of the base task are understood variations can more
accurately be estimated, based on the prescriptions of the model.
Some Tools for Meeting
Estimating Inaccuracies
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Apportioning is where the budget is divided into smaller apportioned
amounts to each phase, thereby risking only a smaller percentage of the
funds at each agreed phase.
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Finally:
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Bottom-up or zero based budgeting can be the most exacting and involves
working from the detailed costs of the lower level activities and
progressively adding them to reveal the total project cost. This can rarely
be done at the early stages of project planning.
Develop Project Plan
Develop Project Plan
Now that you have approval to commence planning your project you will
need to cover the following issues with you team:
1.
Organisation or work breakdown:
What needs to be done?
2.
Draw the network:
A logical diagram showing the relationship between each activity
3.
Timeline:
How long will each task take?
Develop Project Plan
4.
Budget:
What are the costs involved with each task?
5.
Resources:
How will the tasks be carried out?
What and how many people, equipment, and materials will be
needed?
6.
Roles and responsibilities:
Who will be responsible for each of the activities and any other
required project functions?
The Work Breakdown Structure
What needs to be done?
Your first planning meeting needs to be with your team to develop a
detailed list of all the tasks/activities involved in the project.
Do not worry about the order of the tasks at this point. Just list as many as
possible.
Initially a ‘brainstorm’ approach is best. Just invite contributions which can
be edited and put into a logical order later.
Once you are happy with the list, you can then start to group the activities
under categories.
Suggested Categories of Activities
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Theme
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Budget
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Expressions of interest
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Bookings
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Conference
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Review
Then ask yourself are these elements of these activities Macro or Micro
Activity
Set out the logical sequence of each activity, then ask your team if there
are any activities that can be performed at the same time.
Category
Activity No.
1
2
3
4
5
6
7
8
Activity
Responsibility
Once the sequence has been agreed to, your team will need to assign
responsibilities.
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Considerations:
Who is the most experienced and capable?
Who is the most committed?
If you get this right then your project will be completed on time and on
budget.
Activity
The next stage is to draw up a logical flow diagram of your project
showing the relationship between each activity. To do this you will need
to:
File Plan
1. Show all tasks in a box. For example –
A
2.
3.
Show the relationship between tasks. This is known as sequencing.
Let logic determine whether
Recruit
the events can run
B
consecutively
or at the
File Plan
Produce
same time.
A
D
Purchase
C
Estimating Time
The completion date for most projects are a given and are usually set by
the sponsor. More often than not the project manager will need to
compress the project activities to fit into these circumstances.
Every effort must be made to make your time estimates as accurate as
possible.
Whether you are an optimist or a pessimist in terms of estimating time
here are a number of ways to increase the accuracy of your estimates:
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Review similar project activities
Seek stakeholder advice
Use activity simulation or modeling
Do the activity and time it
Seek expert advice (an estimator)
Activity: Develop a Gantt Chart
for your project
When you have allocated estimated times to your chosen activities you will
need to develop a Gantt chart as a simple and effective way of showing the
relationship between task, time and responsibility:
Activity
Person
Plan
Fred
Recruit
Fred
Train
Sue
Evaluate
Arthur
1st Demo
Sue
Evaluate
Arthur
Allocate
Fred
Review
Arthur
Appoint
Fred
W4
W6
W8
W10
W12
W10
W15
Critical Path Analysis
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Project managers need to examine or analyse the project network
diagram in order to understand and draw conclusions from the interrelationships between tasks or activities. The duration and start and finish
times of each activity are the main issues of these interrelationships.
The following questions can then be considered for each of the activities:
•
•
•
•
•
Where is there spare time?
Where can time be saved?
Can some activities be delayed?
Can the start times of some activities be delayed?
For how long?
Critical Path
This is the shortest time in which your project can be completed. The path
that has the longest duration determines the quickest time to complete the
project.
All key tasks on that path have to be completed on time otherwise the
project completion date will be missed.
The critical path is disclosed after the exercise of the forward and backward
passes and is often shown as a bold line joining critical project activities.
Lead Time
Lead time is the amount of time by which the next activity may start
before the activity before it has been fully completed. However the
overall Finish Start (FS) relationship remains.
Event A
Event B
Lead Time
Project Budget - Cont
Your budget should include for all activities:
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Direct project activity resource costs, labour costs, materials, hire costs etc.
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Capital costs - check your organisation's policy regarding capital acquisitions
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Indirect costs - overheads
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Project team costs
There are two main approaches
to budgeting
1. Bottom up or zero based budgeting:
Estimate the cost of the each of the individual work items within each
activity and rolled up these costs to obtain a final total project cost.
2. Top down, fixed budgeting:
This is where the amount of money for the project is decided in
advance. Project team members are then directed to ensure that
expenditure either meets or is less than the set figure.
Costs: Labour, Overheads
Some of the costs you will need to consider for your overall project are:
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Cost of labour:
For each activity calculate the wage rates:
Wage rates x number hours worked
Where industrial awards or agreements apply, there may be varying rates
for casual, temporary or part-time workers as well as allowances,
overtime and penalty rates to be considered.
When calculating labour costs many organisations will have an 'on cost‘
factor that allows for leave, superannuation and other accepted additions
to the hourly or weekly rate of an employee. These can be as high as an
additional 40% to the hourly or weekly base rate.
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Cost of overheads:
These typically will include any rents, hire costs, electricity and water
usage charges and costs of administration.
Costs: Material, Insurances,
Equipment, Risk Treatment
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Materials:
These will be the costs of the resources consumed by each activity such
as timber, sand, steel etc.
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Equipment:
This includes machinery, tools etc.
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Insurances:
The project manager should review each activity to identify any
insurances required. A review of the risk chart may also disclose areas
where insurances may be appropriate.
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Costs of treatments for risk:
These need to be checked to ensure
part of an activity where necessary.
that the costs are included as
Activity - Prepare a Budget:
Use the sample below:
Project:
Activity No:
Date Prepared:
Responsibility:
Activity No.
…………………………
…………………………
…………………………
…………………………
Item
Rate
Time
Required
Total
Cost
Total
Team Members Are Consulted
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Check with your team and sponsor and if necessary any of your project
stakeholders to ensure that they have a full opportunity to review the
information accessed so far. This is an important step in both gaining
commitment and creating a team spirit for the project.
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Make sure all your team have fully participated in this process. To enter
into the next phase of your project with any team members feeling that
they have not been fully consulted and/or not given the opportunity to
have actively participated with their ideas or points of view, will not augur
well for your project.
Administrator and Monitor Project
Administer and Monitor Project
Overview:
Armed with your project plan and the tools for managing the project you will
need to conduct a team briefing.
Project activity leaders need to gain a clear understanding of their
responsibilities regarding the project.
For example:
What is to be communicated?
To whom?
How and When?
Plan for budget management.
Risk treatment and problem handling.
This is to ensure 100% effort from the project team to secure project
deliverables, on time and within budget.
Crash Management
You should be aware that things can go wrong.
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Resources, materials, and equipment can arrive late which can impact on
project activities, quality outcomes, budget, and schedules.
When this happens you will need to know how to handle the crisis.
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By studying the network critical path you can determine if you have any
skilled staff, budget, material, or equipment which can be allocated from
non-critical to critical activities.
How to Crash a Project: Example
Project crash costings and implications:
Activity
No.
Resources to be
added
Duration
required
Rate
$/hr
Total Cost
Comments
7
4 laborers
3 mixers
1 bobcat
1 driver
8 hours
8 hours
8 hours
8 hours
25.00
70.00
120.00
40.00
200.00
1680.00
960.00
320.00
9
2 painters
4 hours
28.00
224.00
Reallocate from activity
5
11
3 roofers
4 hours
22.00
264.00
Reallocate from activity
4
Total
3648.00
Site induction
Broome Hire
Broome Hire
Site induction
Action is taken to ensure that project
team members are clear about their
responsibilities and the requirements
of the project
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Following approval of your project you should arrange a formal team
meeting to validate the project, ensuring any changes required by the
sponsor are included and fully understood. Focus the team's attention on
their responsibilities for each individual activity, remembering that issues
such as Occupational Health and Safety may need to be highlighted. Any
effort to create responsibility for the project as a whole rather than for
separate activities will be valuable as despite your best planning things
will not always run smoothly.
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Activity: Outline how you intend to do this in regard to your project
Support is provided to team members,
especially with regard to special need, to
ensure that the quality of the expected
outcomes of the project and the
documented timelines are met.
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Your role as the project manager is to regularly review the key deliverable and
progress of the project time, cost and quality.
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Clear, concise and easily understood communication appropriate for the
recipients is necessary and to this end you should implement your plan of
scheduled visits and meetings to review progress.
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These will be in addition to the milestones you have marked on your network.
Required record keeping systems
are established and maintained
throughout the project
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Ensure that your records are easily accessible to your project team. In the
event of your unavailability make sure a deputy is appointed who is fully
aware of all the relevant project progress information.
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Records required by legislation (Occupational Health and Safety,
environmental, local authority applications and approvals etc.) and those
required by sponsor or stakeholder policy should not be overlooked.
Plans for managing project finances,
human, physical and technical resources
and quality are implemented and
monitored
Once your budget has been approved and the project commences there
will be change, especially in the budget. This can be caused by:
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Invalid budget estimates at the planning stage
Changes in project activities (new approaches)
Sponsor driven change (request to alter timings).
Resource cost escalation (wage increases, etc).
Project reports are completed and
forwarded as required to stakeholders
Your project sponsor or stakeholders will require specific reports on
progress usually the milestone reports, budget reports or reports on
exceptions, where activities are not performing to the schedule.
Consult both your network diagram and your stakeholder
communication
chart to check that the content, format and timing of your reports are as
agreed in your planning stage.
Risk management is undertaken
as required to ensure project
outcomes are met
Now is the time to implement your risk treatment plans. Ensure that the
most serious and immediate risks receive priority attention.
Lesser rated risks should be reviewed to ensure that the risk factors have
not changed.
Whenever changes occur in key risk factors (identified in previous risk
analyses) a review of risk treatments should be undertaken.
Risk Treatment Review
Risk
Objective
Progress or
changes
Date Checked
Amendment
made to plan
Project deliverables are achieved
The milestone chart can now be used as a check sheet to mark off the
project deliverables.
Activity: Complete a Milestone chart.
Review Questions
1.
What support do you think you could give your team to ensure that
time, cost and quality outcomes are met for your project?
2.
What records and record keeping systems do you need to manage
your project effectively?
3.
What do you understand by the term 'crashing a project'?
4.
What, how and how often do you intend to report to your
stakeholders?
Summary
Now that your project has started the quality and results of your
planning, communication, delegation and leadership will be revealed
to all.
Things can and will go wrong. When they do, involve your team and
communicate clearly to your sponsor(s) and stakeholders. They all
have a vested interest in helping you ensure the project runs
smoothly and concludes satisfactorily. Without clear and timely
information the quality of their input will be diminished.
Your role is to bring people and information together, to problem
solve and maintain overall control of the project. The project tools
and techniques, together with your management skills, used wisely
are your greatest assets.
Finalise Project
Finalise Project
Overview:
Few projects will be entirely successful. Don’t expect perfection.
Most projects encounter planning flaws, changes and unforeseen risks.
The aim of project management is to come in below budget and ahead of the
agreed date having met all quality standards.
Ending Before Time:
The world is full of examples where a project is brought to an abrupt end. For
Example:
1.
2.
3.
4.
5.
6.
Political interference
Technological developments: Hi-fi vinyl record systems developments
superseded by CDs.
Catastrophic events: Cancelled space shuttle projects following the
explosion of the Challenger booster rocket.
Economic influences: Projects halted because of company failures caused
by rising interest rates.
Corporate restructures: Project sponsors or champions relocated or
removed.
Global impacts: Increased competition from other countries.
Less dramatic but more local reasons
for bringing a project to an end
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The project no longer meets the organisation's needs.
Lack of sponsor support.
Problems of motivation or abilities of the project team.
Changes in project team members.
The end result, be it a product or service, is no longer a viable or cost
effective proposition.
More pressing claims for the project's resources (staff or equipment).
Initial planning assumptions prove too inaccurate.
A realisation that there is a better way of managing the activity than as
a project.
Financial record keeping associated
with project is completed and
checked for accuracy
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Prepare summaries of all activities to date of finalisation.
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Ensure audit checks and final audit report are filed and copies
forwarded to the appropriate personnel.
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Status report on any unfinished activities or unstarted activities where
financial commitment is involved.
Staff involved in project are assigned to
new roles or reassigned to previous
roles
PROJECT TEAM
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Evaluate team performance within activities completed.
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Evaluate individual performance within activities completed.
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Plan and carry out individual staff deployments either within the
organisation or externally.
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Report that all payments and conditions regarding employment are met.
Staff involved in project are assigned
to new roles or reassigned to
previous roles
STAKEHOLDERS
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Advise all stakeholders of activity and project status and any ongoing
effects.
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Cancel any purchasing commitments, contracts or informal
agreements.
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Arrange for the return, disposal or sale of any residual material or
equipment.
Staff involved in project are assigned
to new roles or reassigned to
previous roles
LEGAL
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Action any issues relating to contracts affected by the early finish.

Complete and report on any insurance claims or legal proceedings
relating to the project.
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Report on any OH&S workers compensation or rehabilitation issues.
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Advise any regulatory authorities of the project status where approvals,
fees or inspection processes or audit commitments may be involved.
Staff involved in project are assigned
to new roles or reassigned to
previous roles
SECURITY
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Ensure any site, residual equipment or material is secured together
with any cautionary signage.
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Dispose safely of any unwanted documentation.
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Note the need to treat any material with personal details sensitively.
Staff involved in project are assigned to
new roles or reassigned to previous
roles
PUBLICITY
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Prepare a professional end of project report.
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Plan any necessary publicity journal, in-house, trade magazines,
newspapers, community flyers).
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Report on any opportunities for the future.
Project documentation is completed
and any necessary sign-offs obtained for
concluding project
Larger projects also use a final report which is designed to indicate to the
sponsor, stakeholders and team that:
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The project has been formally completed.
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The agreed outcomes or deliverables have been transferred to the new
owners.

Any residual resources have been accounted for and returned to the
source owners or disposed of appropriately.
Project documentation is completed
and any necessary sign-offs obtained
for concluding project

Confirmation that all final financial statements have been delivered to
the sponsor and stakeholders.

Confirmation that all contracts have been formally terminated and
that there are no ongoing legal obligations.

A statement outlining that all relevant project documents have been
properly filed and that any sensitive information has been properly
secured.
Review Project
Review Project
Why Review The Project?

So that the lessons learnt from project planning are able to be used in
future projects or ventures.

Understandings of the timings and durations of activities are enhanced for
more effective projects in the future.

The learning experiences, skills and knowledge of the project team
members are recognised and documented for resumes and qualification
credits.
Why Review The Project? Cont…..
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Lessons learnt from experiences with new equipment and techniques are
documented for future use.

Experience with management skills such as negotiation, conflict
management, recruitment, budgeting, and leadership are recognised and
used for organisational development.

Highlights and benefits of the project are extracted for publicity and
ongoing business opportunities.
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Opportunities for enhancing stakeholder relationships are developed.
Questions to ask your team
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Did you achieve what you set out to do in the project scope?

Did the project activities occur as timed and were their finish dates as
planned? In other words how accurate was your time planning and
duration estimating?

With hindsight are there any activities that could be run in parallel or
done at different times for an improved result?
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How did each of the activities track to budget estimates?
Questions to ask your team

Were there sufficient funds available? Did you have to resort to
contingency funding? Why?

Were any revenue generating activities able to be organised in a different
way to maximise project opportunities?

Which activities overran budget and which came in under budget?

Was expenditure monitored effectively?

How effective was the financial administration?
Questions to ask your team

Could project communication have been improved?

Were the experience, skill and knowledge levels of the team members
acceptable?

How effective was the project's training commitment?

What lessons could be learnt for future recruitment?
Project outcomes and processes
are reviewed against the project
scope and plan
What did you achieve against what you intended to achieve?
Activity:
Use your project scope and plan to guide you and your team through this
discussion.
Team members are involved in the
review of the project

This is a review process with all those involved in the project. Your aim is
to find out honestly:

What was well done?

What could be improved?
Conducting the team review
and debrief:

For the first part of the review an informal team discussion should be
facilitated.

You may need to tailor your questions to issues you know warrant discussion
based on the activities and outcomes within each stage.

Any issues which involve individual performance within the team that cause
you concern should be handled at a separate private interview.
Team and individual
performance report

Could project communication have been improved?

Were there any aspects of the team's performance that were
outstanding?

What were the factors that contributed to this?

How could this be recreated for other teams and activities in other
projects?

How could team performance have been improved?

How well was the team managed?

Was the team balanced with an appropriate mix of skills and abilities?
Team and individual
performance report

What additional training did the team require?

Did the team receive the appropriate internal and external support?

Were there any issues of conflict within the team?

How well was conflict handled? Did it require the project manager's
intervention or was it handled by the team?

Was the team morale and performance maintained at critical times
throughout the project?
Activity:
Review your team's performance using the questions above.
Note any significant Issues not covered by the questions.
Team
Member
Activity
No.
Comments on Performance
Personal File
Noted
Lessons learnt from project are
documented and reported
within the organisation
No project can ever complete without valuable lessons learnt and
experience gained.

What was learnt about managing the team?

Were the skills adequate?

Was the training, attitudes, and levels of motivation adequate?
This information needs to be documented for future reference.
Interview
It is suggested that you interview as many key players as possible, such as:




Project sponsor
Stakeholders
Project team
Resource suppliers
Do not avoid negative feedback as painful as it may be as this is where
your most valuable lessons may come from.
Activity - Project Review:

Review your project with your team and compile a Project Review
chart.

Be prepared to present your project Week 5 of the subject schedule.




Project Management, Stephen Hartley, 2008, Pearson Education, Australia
Management Theory and Practice, 2011, Pearson Education, Australia
Andrew Gowans EzineArticles.com/84899 (2011)
www.innovationmanagement.org (2001)
Slideshow creation MnM Institute Pty Ltd
www.mnminstitute.com
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