Transcript Document


Much Planning

and Control is Enough

 Project Costs = Production + Administrative Costs  Project complexity  Project Size  Level of Uncertainty  Organizational Requirements  User-Friendliness of the Planning and Control Tools 1

How to keep the Project on Course?


   

Uncertain L H

Reactive or proactive management


The Project plan - three-dimensional:   Time, Money & Resources (human and material) Good planning means phased planning or rolling wave approach Planning and Uncertainty: terra incognita  Uncertainty is different from complexity (figure: high complexity, low uncertainty. Low complexity, High uncertainty - 166).

Project Controls  There will be variances between actual realisations and the plan. Are the variances (un)acceptable and according to which criteria? Management by exceptions. Management reserve.


Planning and Control Tools: The Schedule

     Work-Breakdown Structure (WBS, 172) Gantt Chart visualizes tasks taken from WBS PERT/CPM Schedule Network: Program Evaluation and Review Technique (PERT). Critical Path Method (CPM)     Building a PERT/CPM Network The Critical Path: longest time to complete Non-critical Tasks and Slack Time Earliest and Latest Start Time  Configuration of PERT/CPM: the more people, the more


activities Resource Matrix: primary & secondary responsibility Project Management Software 3

Achieving Results

  Principles for Success as a Project Manager  Be conscious of what you are doing; don’t be an accidental manager     Invest heavily in the front-end spadework; get it right the first time Anticipate the problems that will inevitable arise Go beneath surface illusions; dig deeply to find the real situation Be as flexible as possible; don’t get sucked into unnecessary rigidity and formality.

Areas of project Management  Scope management. Time management. Cost management. Human resource management. Risk management. Quality management. Contract management. Communication management (Guide to the Project Management Body of Knowledge, Upper Darby, Pennsylvania 19082) 4

Project Evaluation

  Variety of evaluations throughout the life of a project Differences between Evaluation and Control:    Control


project progress. Evaluation


to determine the status of project. vs goals Control focuses on


. Evaluation the

big picture

Control is the responsibility of

project manager

. Evaluation is carried out by

individual or group

NOT directly related to the project.