E2 Project Management

* Time
* Cost
* Quality

* Feasability
* PID (project initiation document)

* Technical
* Social
* Ecological (environmental)
* Economic

Additional
* Business
* Time

Can it be done?

Does it fit with current operations?

How does it affect the environment?

Is it worth it?

* Defines the project
* Justifies the project
* Defines the roles and responsibilities
* Secures funding for the project if needed
* Gives people the information they need to be productive and effective right from the start

PURPOSE STATEMENT - explains why the project is being undertaken

SCOPE STATEMENT - puts boundaries to the project by outlining major activities. Prevents 'scope creep' where additional activites are added making achievement of the cost and time objectives impossible

DELIVERABLES - tend to be tangible elements of the project, such as report, assets and other outputs

COST & TIME ESTIMATES - Early estimates, will be modified later

OBJECTIVES - clear statement of mission, CSF's and key milestones of the project

STAKEHOLDERS - list of major stakeholders in the roject and their interest in the project

CHAIN OF COMMAND - a statement (and diagram) of the project organisation structure

* Prevention of deviations
* Correction of deviations
* Prevention of any future deviations, by revising plans, target, measures etc
* Implementation of recommendations from monitoring, reviewing and evluating the project

* Authorisation
* Agreement
* Recording
Communication

* Who has the authority to agree any changes

eg project manager for small changes - project sponsor/project commitee for larger costs

* When is agreement needed?
everytime or set out outset

Set procedure for how changes are recorded & who will manage this procedure

How will the change be comminucated & to which parties - stakeholders

* How the agreed changes are incorporated into the revised plan
* Each revised plan is given a new version number so everyone knows they are working on the same correct version.

* Exception
* Progress
* Team meetings - explain position/discuss corrective action
* Post completion review - lessons learnt

* Prioritise changes
* Recording changes
* Agreement of change budget

Tracking changes in order to update plans & managing version control

Using inspection, quality control & quality assurance to ensure the project meets the customer expectations & technical requirements

* Delivered to users
* Documents filed
* Final payments
Project objectives (make sure business case has been delivered
* Team integrated back to their day to day tasks

* Project manager - how well they performed & worked with team
* Project team - How individual members performed and how they worked as a team
* Tools & tgechniques used - effectiveness of the overall process/individual tools & techniques
* Business case - actual acheivement in relation to costs / schedules / benefits defined

The WBS is an important starting point for planning. It contributes to planning in the following ways :_

* Breaks complex tasks into manageable pieces
* Sets out the logical sequence of project events
* Provides a logical framework for making decisions
* Provides an input into subsequent project processes ie estimating time and resources
* Provides a framework for continuious assesment of the project progression
* Provides a communication tool

* Summarise activities
* Display the interrelationships
* Establishes authority & responsibility
* Estimates project costs
* Performs risk analysis
* Schedules jobs (work packages)
* Provide basis for controlling the application of resources

Work Package specifies the work to be done for each package described in the work breakdown structure.

Statement of Work describes the deliverables against which the project can be measured. It also indicates who is responsible and when the work needs to be delivered.

On completion of the WPs and SOW, the products required for each activity are listed. For example, the Olympic Games long jump would require a sand pit, a white board and measuring equipment.

The cost breakdown structure (CBS) describes the categories that require costing to ensure nothing is left out of the budget process. Numbers and costs are allocated to each product. This creates the detailed financial plan (budget) for the project.The CBS will include information gathered from the WBS, WPs, SOW and PBS and also the capital and revenue costs identified in the cost-benefit analysis and feasibility study documents.

Network analysis is a general term, referring to various techniques adopted to plan and control projects. It breaks complex activities down into smaller activities, which are then organised in a sequence. It is used to analyse the inter-relationships between the tasks identified by the work breakdown structure and to define the dependencies of each task. Whilst laying out a network it is often possible to see that assumptions for the order of work are not logical or could be achieved more cost effectively by re-ordering them. This is particularly true whilst allocating resources; it may become self evident that two tasks cannot be completed at the same time by the same person due to lack of working hours or, conversely, that by adding an extra person to the project team, several tasks can be done in parallel thus shortening the length of the project and ensuring project deadlines are met.

One of the component parts of network analysis is critical path analysis (CPA) (Note: this is often called network analysis, even though it is only a component part.) It is the most commonly used technique for managing projects.

Critical path isthe one that takes
the longest

A tool for planning resources - capacity planning

A project methodology that helps with :-

* Delivery of agreed outcomes
* On time
* Within budget
* Conforming to the required quality standards

Project management body of knowledge

A project management methodology

Events that are impossible to assign probabilities to or to reduce the possibility of its occurance

Project Evaluation and Review Technique

this can be used to overcome uncertainties over times taken for individual activities in a network diagram.

Having alternative plans ready for when things go wrong

Adding artificial slack / padding into risky activities

A Gantt chart is a horizontal bar chart where the length of the bar represents the duration of the activity.

1) Display a schedule of activities using bars.
2) List the activities down the side of the page.
3) Using a horizontal timescale, draw a bar for each activity to represent the period over which it is to be performed.
4) Both budgeted and actual timescales can be shown on the same chart.

A milestone is an event that is clearly identifiable as a measure of how far the project has progressed and
how far it has to run. This involves partitioning the project into identifiable and manageable phases that are
well defined key events.

A milestone that can only be passed if it meets the pre determined performance standards