C:\Fakepath\Activity Project Management Atlas 2000

$Page 1: C:\Fakepath\Activity Project Management Atlas 2000$
ACTIVITY

Project Management ATLAS

Activity Project Management Training

commissioned by Activity Consolidated

Odijk, March 2000

Version: 2.0

© ACTIVITY Consolidated 2

ACTIVITY AND THE ATLAS

Activity is an organization that is growing rapidly. At the end of 1997, Activity had a staff of 50;

there are now some 125 professionals, each with their own unique background. We expect this

number to grow substantially in the near future. Not only is the number of staff growing, the

number of clients and the quality of the orders is rising too.

These developments have resulted in a large variety of people, clients and orders in ACTIVITY.

This also increases the importance of forming a common frame of reference for project

management and disseminating it where necessary.

Over the years, ACTIVITY has built up extensive knowledge and experience with working

schematically, project style. Part of this knowledge and experience has been laid down in the

ATLAS.

ATLAS applications

The ATLAS used internally: Common frame of reference

One important aim of the ATLAS is to create a common frame of reference. It is important for

internal communication that we speak the same language. This ATLAS is therefore not only

aimed at junior project managers, but also experienced project managers, project assistants,

account managers, staff executives and supporting staff. At ACTIVITY, when we speak about

how and why we must work schematically, the definitions laid down in ATLAS must be the

points of departure.

The ATLAS used externally: support or methodology

The Project Management Process on which the ATLAS is based is a tried and tested method of

working schematically. The knowledge and experience recorded in the ATLAS can be used by

other ACTIVITY project managers when executing projects for clients. If a client indicates that it

does not have a method of its own, the ATLAS can serve as the foundation for a tailor-made

method to suit the organization.

Points of departure

The following points of departure were used to develop the ATLAS:

ACTIVITY does not impose any method upon the client. The method usually employed by

the client is decisive. However, if and insofar the client‟s method is less suitable, or if the

client indicates that it wishes to use the ACTIVITY method, the ATLAS may prove useful.

The ATLAS is a generic model; it can be applied to projects in all sorts of environments.

Practical suitability is the key factor. Existing publications contain more specific background

information on the various subjects. The ATLAS is a guide with practical checklists and tools.

The ATLAS in development

The Atlas is an ongoing project. It is fed from practical experience. Because knowledge and

experience are constantly being interchanged, the ATLAS will continue to develop. There will

therefore be regular updates of the ATLAS in the form of new releases.


BIBLIOGRAPHY

The following titles are referred to in this ATLAS.

Syllabus Het Projectmanagement Proces (The Project Management Process Syllabus)

Author: Activity Project Management Training, February 2000

Projectmatig Creëren (Creating Schematically)

J. Bos and E. Harting (editors)

Scriptum Books, Schiedam, 1998

ISBN: 90 5594 122 0 / NUGI 684

A guide to the Project Management Body of Knowledge

PMI Standards Committee, 1996

ISBN: 1-880410-12-5


D

e

s

i

g

n

Defining the problem

Defining the result

Overall risk analysis

Phasing

Breakdown

S

u

r

e

t

i

e

s

Organization

Milestones

Cost estimate

Information control

Quality control

Management Project Team

and enviroment

Risk control

Approval

C

o

n

t

r

o

l

Fine-planning

MEASURING AND

CHECKING PROGRESS

Steering progess

Delivery

W i

n

d

i

n

g

u

p

Transfer

Evaluation

Closure

Action: implement

activities

First think ....

...then plan....

...approve...

... then get going....

Closure and learning

Management

cycle

Norm/plan with margins

Compare

Take stock of matters

- Re-plan

Measures: - steer - do nothing - stop


INTRODUCTION

DESIGN DEFINITION OF PROBLEM

DEFINITION OF RESULT

OVERALL RISK ANALYSIS

PHASING

BREAKDOWN

SURETIES ORGANIZATION

MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL

PROJECT TEAM AND ENVIRONMENT

MANAGEMENT

RISK CONTROL

APPROVAL

MANAGEMENT FINE-PLANNING

MEASURING AND CHECKING PROGRESS

STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

DEFINITION OF THE PROBLEM

Key issues

What is the problem or the opportunity?

Should we handle this order schematically?

Content

The first point of interest for a project manager is to gain insight into what

precisely the problem is and in which direction to seek the solution.

Result

General definition of the problem

Endorsement on drawing up project task

BIBLIOGRAPHY

Syllabus Het Projectmanagement Proces (The Project Management

Process Syllabus)

Chapter 1: Definition of the problem


Chapter 1: The essence of creating schematically Korset of ruggengraat

(corset or backbone)

Chapter 2: Commitment and creating. From Wanting to Choosing


Paragraph 5.1: Initiation

DEFINITION OF THE PROBLEM

Formulating the problem

Ask the client to describe the problem as precisely as possible.

Make a list of questions regarding the problem.

Emphasise the necessity of preliminary research.

After the preliminary research, describe the problem as specifically as possible.

Check the formulation of the problem with the client and end users; reformulate if necessary.

Do not talk big.


Formulate in one sentence .

Questions to assist in defining the problem

Whose problem is it (client‟s)?

Why is it a problem?

How urgent is the problem?

Is there a problem underlying the problem?

What is its (strategic) significance?

Which potential causes and solutions have already been considered?

Pitfalls in determining the problem

Vague and incoherent problems.

Coming up with a solution prematurely.

Not clear who is involved in the problem.

Analysing the needs of the wrong target group.

Not setting priorities in case of several problems.

Selectively filtering problems.


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

DEFINITION OF THE RESULT

Key issues

What must be achieved?

Why must this be achieved?

What are the preconditions?

What are the criteria for success?

Content

As soon as we have a clear definition of the problem, we can describe in

empirical terms what must be achieved by the project and what the criteria for

success are. A preliminary estimate of the costs and time schedule are made.

The client then formally endorses this.

Result

Project order

Bibliography


Process Syllabus)

Chapter 2: Definition of the result


Chapter 3: The project contract. A business and tactic agreement between

the project team and the client

Chapter 4: The project definition: From orders to engagements


Paragraph 5.2: Scope planning.

Tools

Project order

DEFINITION OF THE PROJECT RESULT

Tips for defining the project result

Formulate the result as specifically as possible (using nouns).

Clearly indicate the preconditions and criteria for success.

Indicate what is still unknown.

Formulate SMART

- Specific

- Measurable

- Acceptable

- Realistic

- Time-related

Questions to assist in defining the result

What is complete when it is complete?

What will change for whom?

What will you delegate to whom?

What are the key requirements and wishes?

What does not pertain to the project (demarcation)?


Pitfalls in defining the project result

Ideas have not been sufficiently worked out and are unstable.

Coming up with solutions before the problem has been properly analysed.

Too general (“a working system”).

Too specific.


IINTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS


Key issues

How do I set to work on the project in general?

Which control factors require additional attention?

What expectations must the project manager fulfil?

Content

Using a checklist, an overall risk analysis is performed. This will help

determine the most suitable approach to the project. The profile for the project

manager can then be determined.

Result

Overview of risks related to control factors.

The profile of the project manager.

Overall risk analysis

Bibliography


Process Syllabus)

Chapter 3: Overall risk analysis

Tools

Project classification


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

PHASING

Key issues

How can I split up the project life cycle?

How do I keep the client involved?

Content

Phasing is splitting up a project into logical, systematic stages. Phasing gives an

overview of the project and enables better steering and control. After

completion of each phase comes the decision point. The next phase may only

commence after the client has approved the phase in hand. Depending on the

type of project, standard phasing, minimal phasing or custom-made phasing

may be applied.

Result

Phasing with decision points.

Bibliography


Process Syllabus)

Chapter 4: Phasing the project life cycle.


Chapter 5: The project structure. Introducing structure, staying flexible and

channelling energy.


Paragraph 2.1: Project phases and the project life cycle

Tools

Phasing

PHASING THE PROJECT LIFE CYCLE

Standard phasing consists of the following phases and decision points:

a) Initiative phase start: the idea/initiative

activities - determine the status quo;

- study the general problem issues;

- give a general definition of desired result;

- demarcate the project;

- indicate project phasing;

- describe the modus operandi;

- draw up the project order;

end situation: approved, decision document: Project order


b) Definition phase start: approved Project order

activities - collect the basic material;

- determine project boundaries;

- determine project requirements:

preconditions;

functional requirements;

operational requirements;

restrictions of the design;

- set up a list of activities;

- set up the order of activities;

- set up the operating structure (defining sub-projects);

- establish contact with third parties (designers);

- draw up a project programme.

end situation: approved, decision document: Project plan

c) Design phase start: approved Project plan

activities - detail the project programme;

- contract third parties (designers);

- seek solutions/designs for each sub-project;

- seek or design project tools;

- fine-tune sub-projects and project tools;

- test sub-designs;

- adjust sub-designs;

- draw up the project design (down to the most basic level):

sub-projects;

tools.

end situation: approved, decision document: Project design

d) Preparation phase start: approved Project design

activities - draw up implementation instructions, etc.

- purchase/make tools (quantitative);

- contract third parties (suppliers);

- train the implementation organization;

- draw up the implementation programme (scenario).

end situation: approved, decision document: Implementation plan

e) Implementation phase start: approved Implementation plan

activities - deliver project result;

- implement as per programme;

- adjust programme.

end situation: approved Project result

f) Follow-up phase start: approved, decision document: Follow-up programme

activities - conclude project;

- put completed project into service;

- maintain completed project ;

- maintain tools;

- evaluation.

end situation: project evaluation.


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

BREAKING DOWN INTO COMPONENTS

Key issues

How do I break down the larger whole into manageable parts?

Content

In order to gain more insight into what must be done and who must be

involved, the project manager breaks down the project result into orderly units.

In larger projects, the total project is broken down into sub-projects, and a

Work Breakdown Structure can be set up for each sub-project. Subsequently,

each activity can be allocated to an organizational section or person in charge.

This results in the Organizational Breakdown Structure. The activities allocated

to a person or department in charge are called “work packages”.

Result

WBS

OBS

Bibliography


Process Syllabus)

Chapter 5: Breaking down into components


Chapter 5: The project structure. Introducing structure, staying flexible and

channelling energy.


Paragraph 5.3.2: Tools and techniques for Scope Definition

Tools

Planning matrix

THE WORK BREAKDOWN STRUCTURE

Conditions which a WBS must meet

1: There must be a strict hierarchy of activities.

2: There must be no overlap between activities; each activity is an independent entity.

3: Each activity must result in a demonstrable product.

4: Each activity must have an apparent throughput time.

5: Each activity must have calculable costs.

To what degree must entities be broken down?

Until all elements can be univocally allocated to a specific section of the organization.

Until all products have been defined in terms of activities.

No further than five levels deep.


Project

Sub-project Sub-project Sub-project

Act. Act. Act. Act. Act. Act. Act.

Dep./P. Dep./P. Dep./P. Dep./P. Dep./P. Dep./P. Dep./P.





PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

ORGANIZATION

Key issues

How do I obtain the right people and resources?

Content

This step is geared to drawing up a workable and manageable project

organization. This includes obtaining the manpower and material resources

needed for the project and establishing tasks, responsibilities and powers. The

relation between the project and the rest of the organization is also described.

Result

Project organization.

Diagram of the relation.

Tasks, Powers and Responsibilities.

Bibliography


Process Syllabus)

Chapter 6: Organization


Chapter 10: The project organization. The organizational structure as a

custom-made suit.


Paragraph 7.1: Resource Planning

Paragraph 9.1: Organizational Planning

Paragraph 9.2: Staff Acquisition

PROJECT ORGANIZATION

Questions to assist in defining the organization

Who does what?

Who has what powers?

How is decision-making arranged?

How is the relation between the project organization and the rest of the organization arranged?

Resources for the organization

OBS

Project organogram

Project environment chart – informal (relation)

Powers and Responsibilities.

Escalation procedure


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

MILESTONES

Key issues

When must which interim results be achieved?

Content

In cooperation with the persons involved, the interim project targets

(milestones) are described in terms of specific, measurable results. These

milestones are fixed, verifiable controls used during the project to assess

whether the project is still on course. The milestone plan indicates the logical

mutual connections between the milestones and the activities to be executed for

steady progress from one milestone to the next.

Result

Milestone plan

Bibliography


Process Syllabus)

Chapter 7: Milestones


Chapter 7: Project planning - Making feasible plans.

Tools

Milestone plan

MILESTONE PLAN

Milestone characteristics

Represent important decision points.

Are natural

Are measurable

Are progressively closer to the project result

Can be interdependent (milestone plan)

The intervening periods are manageable

Inventory of milestones

Brainstorm with involved parties based on the WBS:

- contribution of knowledge;

- collective perception of the result and approach;

- list of task allocation and dependencies.

Make a thorough redefinition:

- indicate only the "what" – do not impose the "how";

- maintain a provisional list of activities.


Definition of milestones

Milestone : description

Status : version number

Results : concise description of the products/services to be delivered for this milestone

Quality : requirements the result must meet

Time : start / end: early - late

Funds : estimated costs

Responsibility : organizational department + staff

Dependency : previous milestones, who is waiting for the result?

Risks : anticipated bottlenecks and precautionary measures

Endorsement : signing and dating of planning and milestone by the persons in charge


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

COST ESTIMATE

Key issues

How do I estimate and monitor the project costs?

Content

The project manager draws up a realistic cost estimate so that he has a standard

by which to monitor the incurred costs during the course of the project. The

work packages (see Breaking down) form the point of departure for drawing up

a cost estimate.

Result

Cost estimate

Project budget

Bibliography


Process Syllabus)

Chapter 8: Cost estimate


Chapter 8: Funds. The various ways in which money can

be obtained for/roll into a project


Paragraph 7.2: Cost Estimating

Paragraph 7.3: Cost Budgeting

Paragraph 7.4: Cost Control

Tools

Costs matrix

COST ESTIMATE

The project budget

The project budget

consists of costs that can be influenced by the project manager, for:

manpower;

resources;

materials;

serves as a basis for project control;

is drawn up and approved as early as possible.

The cost estimate

The cost estimate comprises the calculation of all costs components:

Gives an idea of the costs of the project result.

Serves as a basis for decision-making by the management.


Drawing up a project budget

When drawing up a budget, we distinguish between costs and investments. Costs are subdivided into direct and indirect

costs; investments are subdivided into movables and immovables.

Step 1: Inventory of costs

Direct project costs

Determine which costs are directly attributable to the project.

Classify these costs into a number of main groups which together cover all the direct costs.

Indirect project costs

Determine which costs are indirectly attributable to the project.

Consider for instance the secondary resources that are vital for the project‟s success.

Movables

Mention the specific movables and determine the associated costs.

Determine the economic life span and the necessary maintenance costs. Maintenance costs must be entered as direct

costs if the maintenance costs are directly attributable to the project (otherwise enter as indirect costs).

Immovables

Mention the specific immovables and determine the associated costs.

Determine the economic life span and the necessary maintenance costs. Maintenance costs must be entered as direct

costs if the maintenance costs are directly attributable to the project (otherwise enter as indirect costs).

The above can be depicted in the following diagram:

Costs

Investments

Direct costs Indirect costs Movables Immovables

Consultancy

Travel and accommodation

costs

Workplace

(Computer/Printer)

Purchase of production equipment Purchase of production premises

Office supplies Office space Purchase price: NLG 140,000 Purchase price: NLG 600,000

Maintenance costs Telephone/fax costs Economic life span:

4 years

Economic life span: 20 years

Monthly maintenance costs:

NLG 1,000 (see direct costs)

Monthly maintenance costs:

NLG 500 (see direct costs)


Step 2: Cost planning in time

The costs are then plotted in time. The time units are given on the vertical (Y) axis and the different cost categories on the

X-axis.

Direct costs Indirect costs Movable

investments

Immovable

investments Consultancy Travel and

accommodat

ion costs

Office

supplies

Maintenan

ce

Workplace Office

space

Telephone/fa

x costs

Production

equipment

Production

premises

March 20,000 200 100 0 1,500 2,000 1,000

April 40,000 400 200 1,000 2,000 2,500 1,250 140,000

May 50,000 400 200 1,000 2,000 2,500 1,500

June 50,000 600 400 1,000 2,000 2,500 1,500

July 50,000 600 400 1,500 2,000 2,500 1,500 600,000

August 30,000 400 200 1,500 2,000 2,500 1,500

total 240,000 2,600 1,500 6,000 11,500 14,500 8,250 140,000 600,000

Total expenses made for the project in the period March through August : 1,024,350

Step 3: Approval

After the cost estimate has been drawn up, it is presented to the client for approval.

Step 4: Periodical analysis

The actual costs and any costs yet to be incurred are compared with the approved budget per period. Note: In the

cost analysis, the investments and depreciations must be included for all the above-mentioned expenses.

Drawing up a budget

Identify the cost centres.

Determine cost types per cost centre.

Gather „hard” information (time investments, rates, offers, price lists, etc.).

If no “hard” information is available, have those executing the project draw up the cost estimate.

Determine what can be accurately estimated (5%) and what can be broadly estimated (10%-30%).

Determine the margin

Have the cost estimate approved for budget release.

Cost types / cost centres

Time investment by company personnel / other personnel.

Contractor‟s costs (subsequent calculation or fixed price).

Material costs (building blocks, resources).

MS = Milestone

cost centre

cost type

MS A

MS B

MS C

MS D

Total

Contractor 20,000 135,000 75,000 15,000 245,000

Company personnel 1,400 2,000 1,800 800 6,000

Other personnel 300 150 750 2,500 3,700

Material 3,000 500 600 1,200 5,300

Total 24,700 137,650 78,150 19,500 260,000


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

INFORMATION CONTROL

Key issues

Who must I inform about what and when?

Content

To ensure that it is clear to everyone what is meant and who must do something

with which information, the project manager draws up an information matrix

and (for large, complex projects), a communication plan. Furthermore, it is the

project manager‟s responsibility to ensure that the information is unequivocal

and recognizable (for instance: final or draft status) and can be found in the

files.

Result

Information matrix

Communication plan

Bibliography


Process Syllabus)

Chapter 9: Information control


Chapter 11: Information. The mustiest management aspect?


Paragraph 10.1: Communications Planning

Paragraph 10.2: Information Distribution

Tools

Action points

Decisions list

Information matrix

INFORMATION CONTROL

Information control is geared to monitoring the clarity and univocality of the project information by means of:

coding documents;

aligning document structure to match content of and coherence with other documents;

distributing documents;

releasing documents and amending them in accordance with the procedures;

filing documents;

keeping documents for at least 10 years (this is a legal requirement).

Tips for information control

Strive for completeness and up-to-dateness.

Keep the set-up simple.

Be aware of individual information needs.

Avoid a personal set-up.

Record agreements in writing.

Go for an attractive design.


Information matrix

Information flow chart

`

Company records

not recorded

(e.g. verbally)

Project information

decentralized

(eg private records)

Central

project records

no

no

ja

ja

Record ?

Central

control ?

Uncontrolled

Controlled

Retrievable

Client Account

manager

Internal

commissioner

Project

organization

Sub-project

leader

Project office

Project

order

Compiles

Distributes

Project plan

Determines

Compiles

Files

Delivery

document

Accepts

Determines

Compiles

Files

Offers

Accepts

Compiles

Distributes

Determines

Progress

reports

Compiles

Distributes

Files

Sub-project

reports

Determines

Compiles

Distributes

Files


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

QUALITY CONTROL

Key issues

How do I meet the agreed quality requirements?

Content

At the end of the project, a product or service must be delivered that meets the

client‟s demands. The project manager ensures that delivery takes place in time

and at the agreed price, and that it meets the agreed quality (both product and

process quality). The agreements made on quality are laid down in product

specifications and/or a quality plan.

Result

Product specifications

Quality plan

Bibliography


Process Syllabus)

Chapter 10: Quality control


Chapter 9: Quality. True quality resides in people.


Paragraph 8.1: Quality Planning

Paragraph 8.2: Quality Assurance

Paragraph 8.3: Quality Control

QUALITY CONTROL

Two activities can be distinguished in the quality control process:

1: Drawing up the quality plan

overall result

requirements / wishes

product specifications

2: Progress checks

Interim testing and monitoring of the quality of

the product

the project management process

Key principle for quality: the sooner a flaw is found, the less it will cost to remedy.


Quality management

The process can be depicted as follows:

Quality plan

Tasks include: translating the intrinsic requirements into measurable quality requirements.

Methods: testing.

Procedures for advising and giving approval.

Test plan: who, what, when, where and how?

Aim for a flawless design.

Progress checks

Who will test what to the requirements set?

Specification requirements

Objective

Valid

Reliable

Desired level (of quality/quantity)

Indication for „measuring costs‟

QUALITY MANAGEMENT

(Overall description of the project result)

Requirements and wishes

Product specifications

Interim testing

Endorsement

Project result

Norm/ specification

Progress control


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

PROJECT TEAM AND ENVIRONMENT MANAGEMENT

Key issues

How do I keep all parties on course?

Content

The project manager closely consults with and steers the project team and other

involved parties from the moment he joins the project till the moment it is

wound up. Social aspects like managing, negotiating, team role management

and conflict management are obviously critical success factors in a project.

Result

Defined cooperation

Bibliography


Process Syllabus)

Chapter 11: Project team and environment management


Chapter 13: Forces and interests in and connected with projects

Chapter 15: The project team

Chapter 17: Project and parent organization


Paragraph 9.3: Team Development

Tools

Analyse the project environment


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

RISK CONTROL

Key issues

What must definitely not go wrong in a project?

How can I prevent or take care of any setbacks?

Content

An overall risk analysis is carried out at the beginning of a project (see the

process step „overall risk analysis‟). Later on in the project, when the path of

the project has become more defined, a more detailed risk analysis is

performed. The purpose is to take precautionary measures and prevent

problems or compile a list of corrective measures early on in the project. A risk

factor that requires special attention is the legal side of matters, for instance,

how is liability arranged.

Result:

Preventive/corrective action

Risk-proof project plan

Bibliography


Process Syllabus)

Chapter 12: Risk control


Chapter 19: Risk management

Chapter 20: Creative problem-solving


Paragraph 11.1: Risk Identification

Paragraph 11.2: Risk Quantification

Paragraph 11.3: Risk Response Development

Paragraph 11.4: Risk Response Control

Tools

Dealing with potential bottlenecks

Cause-Consequence analysis

Impact analysis

RISK ANALYSIS AND RISK REDUCTION

Risk limitation

Risk limitation encompasses two general activities. The risk is identified during the analysis phase and neutralised

during the reduction phase. Risk limitation is thus a particularly valuable control instrument.

Questions to assist in defining risk analysis

1. What can go wrong with the project result, the milestones, etc.

2. What are the potential consequences?

3. What is the chance of failure?

Measuring and assessing the risks

Chance of occurring X Severity of the

consequences

Score Risk

Almost nil 1 1 Hardly any consequences 1-2 Low risk

Small chance 2 2 Limited consequences 3-9 Average risk

Reasonable chance 3 3 Fairly serious consequences 10-25 High risk

Is sure to occur 4 4 Fatal consequences

Cannot be estimated 5 5 Cannot be estimated


Questions to assist in defining risk limitation

What is the most plausible cause?

Which preventive measures can be taken?

Is the remaining risk component acceptable?

Which reactive measures can be taken?

Who will do what and when?

Risk analysis

TAKE PRECAUTIONARY MEASURES

IS THE RISK LARGE ENOUGH TO HAVE TO TACKLE?

IS THE REMAINING RISK ACCEPTABLE

MAKE CONTINGENCY PLANS

CAN THE DAMAGE BE SUFFICIENTLY CONTAINED?

YES

YES

YES

NO

NO

PERMANENT RISK

NO

COVERED RISK

REDUCED RISK

CALCULATED RISK

CAN ANYTHING GO WRONG?

CAN WE ESTIMATE THE RISK?

SPECIFY PROBLEM

YES

YES

NO

NO

NO RISK

FURTHER PROBLEM ANALYSIS


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

APPROVAL

Key issues

How do I get approval for the decision documents?

Who must approve the decision documents?

Content

The client remains closely involved with the project for the duration of the

project. After all, the client must approve specifications and planning and

provide the necessary resources (staff, funds and material). The client must also

make choices (continue, modify or stop) if plans lose touch with reality. The

client‟s role must therefore be clearly defined.

In addition to the client, all others involved in the project must be able to

approve the project plan. This is expressed in the shape of acceptance,

commitment, motivation and involvement. Without this support basis, it is

almost impossible to complete a project successfully.

Result

Approved decision documents

Commitment from those involved

Bibliography


Process Syllabus)

Chapter 13: Approval


Chapter 16: The client

Tools

Project plan

Project design


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

FINE-PLANNING

Key issues

Who must do what and when in the next phase?

Content

As soon as it is known when execution of the work can commence, fine-

planning for the first phase can commence. The overall planning will continue

to apply for the later phases. Only after completion of each phase is the next

phase fine-planned. These schedules can be depicted visually in a network or

bar-chart planning.

Result

Activities plan

Bibliography


Process Syllabus)

Chapter 14: Fine-planning


Chapter 7: Project planning


Paragraph 6.1: Activity Definition

Paragraph 6.2: Activity Sequencing

Paragraph 6.3: Activity Duration Estimating

Paragraph 6.4: Schedule Development

Tools

Implementation programme


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS


Key issues

On what basis do I evaluate the project progress?

How do I keep all those involved informed of the project progress?

Content

There will be continuous feedback on the planning during execution of the

project. The project manager will be kept up-to-date on the project via progress

reports and will test this against the plan (or the norm). In order to implement

this step of the process properly, criteria must be laid down and it must be clear

who is reporting on what and when.

Result

Criteria

Progress reports

Bibliography


Process Syllabus)

Chapter 15: Measuring and checking


Chapter 6: Project control


Paragraph 6.5: Schedule Control

Tools

Quick scan project control

Progress reports


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

STEERING PROGRESS

Key issues

How do I achieve the agreed end result?

How do I ensure that the end result is used effectively?

Content

If progress appears to be drifting away from the planning, the project manager

must take steps to align planning and reality. He can do this by steering, re-

planning or, if the worst comes to the worst, he may even decide to put a halt to

the entire project. For the project manager, the point of departure is always to

achieve the desired end result.

Result

Part results

Acceptance

Bibliography


Process Syllabus)

Chapter 16: Steering


Chapter 6: Project control – the art of playing the Bermuda triangle

CHECKING THE PROJECT PROGRESS

Content of the progress report

Retrospect

State of affairs in connection with the plan

With respect to content and control

Preview

Approach of next phase (in detail)

Approach of subsequent phase (in detail)

With respect to content and control

Periodical

Milestone-dependent


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

DELIVERY

Key issues

How do I get endorsement of the project result from the client?

Content

Delivery of the project result to the client is confirmed by the Delivery

document. With this document, the client declares in writing that all agreed

project results have indeed been delivered. The conditions under which the

project result is accepted are laid down in the initial phase of the project. Final

signing of the Delivery document marks the end of the project. The winding-up

phase can then commence.

Result

Delivery document

Bibliography


Process Syllabus)

Chapter 17: Delivery

Tools Delivery document

Follow-up programme

PROJECT DELIVERY

Content of the Delivery document

Description of the project result as realised (based on the offer, the project plan and any proposals for changes)

Description of the follow-up programme (indicate who in the organization is to maintain the project result,

guarantee terms, maintenance contracts, any adaptations/expansions).

Overview of remaining obligations, additional and less work.

Endorsement by the client that the project result has been achieved in accordance with the offer presented and

that the contractor has met all obligations.


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

TRANSFER

Key issues

How do I guarantee the project result in the organization?

Content

After the project result has been achieved in accordance with the requirements,

the project manager must transfer the project result to a person in charge of

management and maintenance. This person must ensure that the project result is

used optimally in the organization. The project manager supplies the required

information in order to fulfil this task optimally.

Result

Follow-up is embedded

Bibliography


Process Syllabus)

Chapter 18: Transfer

PROJECT TRANSFER

Plan the transfer together with those involved:

who are involved?

which formalities must be taken into account?

Convince yourself that the end users accept the product

Formulate training requirements for end users

Have the client sign a statement of agreement


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CLOSURE

TOOLS

EVALUATION

Key issues

How can we learn from our project experiences?

Content

The purpose of a structured evaluation is not only to highlight the successes and

failures of a completed project. Even more important is to use the evaluation as

a means of looking ahead towards subsequent projects and therefore being able

to avoid problems and pitfalls.

Result

Evaluation report

Bibliography


Process Syllabus)

Chapter 19: Evaluation


Chapter 23: Project evaluation and Audit, learning from what went right

and what went wrong

Tools

Evaluation


INTRODUCTION




PHASING

BREAKDOWN


MILESTONES

COST ESTIMATE

INFORMATION CONTROL

QUALITY CONTROL


MANAGEMENT

RISK CONTROL

APPROVAL



STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CLOSURE

TOOLS

CLOSURE

Key issues

How do I close my project?

Content

The project manager conducts a number of final procedures by which the

project is definitively closed. Points to pay attention to are disbanding the

project team and closing the project file.

Result

Closed project file

Bibliography


Process Syllabus)

Chapter 20: Closure


Paragraph 10.4: Administrative Closure

PROJECT CLOSURE

Close the financial part of the project:

balance all the financial documents

account for all the expenses

settle any outstanding payments

try to collect any accounts payable

produce and distribute a financial report

Close all external contacts:

inform suppliers, business associates and those involved in the project about closure of the project.

Return all loaned and leased materials.

Disband the project team:

ensure that all project members are “handed over” to the line manager;

assess performances, evaluate commitment together with the project staff and pass on the information to the line

manager.

Make the final management report.

Ensure that the project records are complete and hand them over.

Date post:	07-May-2015
Category:	Business
Upload:	henk-van-soest
View:	805 times
Download:	1 times

C:\Fakepath\Activity Project Management Atlas 2000

Business