Introduction to this document - Mark S. Schuyler...

Intro.

Mark S. SchuylerWork History

Program/ProjectManager - with 20+ years

in the field.

Project ManagementOrganizational Structure

Project Management -defined graphically in anorganizational structure

layout.

Introduction to this document

This document depicts a flow within an organization, whether that organization is structured as a Vertical, Matrix orHybrid entity, the Project Management process will apply with moderate fluctuations to the process. Regardless of an

Entities' structure, Project Management will be utilized in the operations of that organization.

The document attempts to flow the reader through the Project Management process without leaving them stranded withunanswered questions and incomplete process control. It is believed to be a good comprehensive and complete

Management tool for a solid operational experience to process control.

Entering this document will first take you through the Authors Work History and background to give you a level ofconfidence pertaining to professional accuracy of the presented information and then you will be lead into the specifics ofProject Management as a management tool. It is comprehensive and will require some patience to maneuver through, but

after completion you will have a sound understanding of organizational Project/Program management.

It is recommended to the reader to begin the journey at the glossary once introduced in the flow controls, then return tothe document and continue the experience. Once complete, you will have tools to operate at any position, and assigned

to any function, within any organization at a more complete professional level.

Document Control System

As you enter this document you will see the symbols below. Everyattempt to complete an "outgoing" ("Home-plate" pentagon shape)

depicting the outgoing flow of information, with its counterpart"Incoming" ("reverse Home-plate" pentagon shape representing theincoming flow of information and returning you back to the incoming

point of origination, has been made.

Double clicking on these "bases" will flow you to the next intendedpoint of information and back again.

OutgoingInfo - Incoming

Info -

OUTGOING Information - this willSEND you to the next intended page

of information.

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page of information.

DOUBLE CLICK -these Pentagon shapes to TEST the

concept..... go ahead try it now.

To AuthorWork History

From end ofGlossary

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5/14/2013

Mark S. Schuyler Sr.

Program / Project Manager

Dossier

My job, as management for your company, is to take my assignments of design conceptsthrough operation implementations and develop non-convoluted project management reportsfor the leaders of the company, allowing them to direct the company with the proper fiduciaryresponsibility assigned to them by the Board of Directors.

Good management is what great Leaders hire to perform their jobs most effectively.

Education & Leadership Training

EDUCATION:B.S., Engineering Management - University of IllinoisB.S., Equivalent, Electrical Engineering - University of IllinoisU.S. Marine Corps Training - Crypto/Teletype Technician

Courses: University of Michigan - Project Management;Designing for EMC - Practical Tools and TechniquesUL - ISO14000/9000 Compliance;UL - Key to International Compliance;

Extension Courses/Software:MS Project, Excel, Access, Visio, Office;Database Engineering;minor in ORCAD, AUTOCAD

Work HistoryGeneral Dynamics, Space Systems Division August 1988 - January 1993Test Operations & LaboratoriesInformation / Operations Research Control Systems Engineer

· Organized work breakdown structures (WBS);Identified responsibility assignment matrix;Implemented cost account effectiveness;Utilized cost/schedule control systems criteria (C/SCSC);Automated cost/schedule control systems;Designed internal cost performance monitoring system;Organized database cost/parts tracking system; Monitored integrated management systems;Systematically time phased budgets;Scheduled work authorization;Developed milestone reports and variance analysis;Generated work package histories;Created and monitored schedules;Supported management/program office;Developed, integrated, and implemented mainframe and P.C. systems.

Secret security clearance.

WorkHistory #2

Intro.

Back toIntro. page




WorkHistory

#2

Work HistoryHitachi Home Electronics (America), Inc. August 1993 - September, 23 2004Design EngineeringSafety / Compliance Assistant Manager - Accomplishments/Duties/Functions:

· Review electrical and mechanical designs of Television Receivers to ensure compliance with UL, FCC, FDA,Environmental, Energy Star and NAFTA standards, codes, and directives.

· Research, recommend, implement, and manage design and testing of standards and directives concerning product safetyand Electromagnetic Compatibility for TV Receivers and Monitors (Analog and Digital) including: applications, samples,and in-house testing for UL, FCC, FDA, and NAFTA products.

· Design, construct, implement and control system for distribution of applications, procedures, and reportsfrom all regulatory agencies, which include implementation of ISO14000/9000 process controls.

· Designed, constructed, implemented, operated and managed UL Client Test Data Program for ULand C-UL in-house test laboratory; including Laboratory design and construction test site,MS Project management implementation, test equipment, procedures, and reports;decreasing UL test schedules by 60% and reducing cost by 40%.

· Research, recommend, implement, configure, and manage Chase Pre-Compliance EMC/EMI in-house test facilitysaving company 25% per model including: implementation of 3 meter Screen Room and related test equipment,FCC Class A and B (Radiation & Conducted) of Title 47- Part 15; Attend continuing education seminars;Knowledge of CE and International Standards, Medical and Machine Directives, and GMP.

· Extensive experience with UL Standards: UL/IEC60065, UL 1492 - Audio/Video Products and Accessories,UL1950 - Safety of Information Technology Equipment (Second & Bi-National) and all interrelated standards.

· Extensive experience with FCC Title 47; Parts 2, 15, 68, 73 and 76. Experience with Title 16 and Title 21.

· Plan, coordinate, conduct, manage and report formal FCC testing of products at local NRTL reducing schedule by 15%.Liaison to UL for formal testing of cost prohibitive in-house tests.

· Research, recommend and configure test equipment for Design and Pilot Laboratories including:pre-compliance Chase EMC/EMI test facility, UL Client Test Data Program,DaqBook Data Acquisition system (LabTech/LabView Software), IEEE 488/GPIB test equipment.

· Research, recommend, configure, and manage Electronic CAD system (Zuken-Redac CR5000)which converts UNIX Japanese PWB and Schematics (CR3000) to editable NT-based English PWB and Schematics (CR5000).

· Represent, vote, report and make recommendations on all issues involving the company and EIA/CEMA Standards Committeesand Working Groups which include: R1.0 - Product Safety Committee, TC108-US TAG,R4.0 - Video Systems Committee, R4.3 - Television Data Systems Subcommittee (Closed Captioning and V-Chip development),R4.6 - A/V Bus Subcommittee and JEC (Joint Engineering Committee).

· Study, report and make recommendations on HDTV/NTSC concerns including:Closed Caption Display and V-Chip development and testing for HDTV and current NTSC TV Receiver issues.

· Confirm by design review and testing that Engineering Change Notices comply with regulatory specificationsat both the system and component levels.

· Developed and implemented cost management system reducing schedule and increasing accuracyof budgeting for all regulatory activities by 20%.

· Develop and submit budgets for all regulatory activities including: samples, materials, manpower, applications and reports.

WorkHistory #3




WorkHistory #3

Work HistoryHitachi Home Electronics (America), Inc. August 1993 - September, 23 2004Design EngineeringDesktop Publishing Manager - Accomplishments/Duties/Functions:

· Designed, developed, constructed, implemented, and managed "in-house" Instruction Bookand Service Manual process and procedures including: software, hardware, networking,integration, configuration, document and graphics control.

· Designed, implemented and manage configuration control processesfor graphics, document and drawing control.

· Eliminated label repairs of Instruction Books and Service Manuals and implementedQuality Control system reducing cost by 35% and schedule impacts by 75%.

· Created design specifications to implement creation of Instruction Books and Service Manuals.

· Created, managed, interviewed, and reviewed Engineering Technical Writing positionsto create Instruction Books and Service Manuals to specifications.

· Recommend, authorize and implement hardware and software to network DTP system.

· Review, interview, recommend and manage vendor implementation for all printed materials.

· Developed and implemented cost management system reducing scheduleand increasing accuracy of budgeting for all printed materials by 30%.

· Research, recommend, and manage project to convert existing paper Service Manualsto electronic (CD-ROM) format (*.pdf) including: D/E size schematics, Troubleshooting Guides,Adjustment Specs., and Theory of Operation.

Work HistoryHitachi Home Electronics (America), Inc. August 1993 - September, 23 2004Design EngineeringDesign Engineering Network Administrator - Accomplishments/Duties/Functions:

Organized, designed and implemented design engineering computer network including:

· Systems analysis on 25 PC workstations and Level/Category 5 cabling.

· Installed cable, PC workstations, hardware and software for the network.

· Connectivity of workstations using Windows, Win95 and WindowsNT to Novell based server.

· Proficient in all Windows environments including: workstation, remote and network environments.

Proj.Defn.




WHAT IS A PROJECT?

A project is generally defined asa program of work to bring about

a beneficial change and whichhas:-

A defined Goal with a startand an end

Requires expertiseand support from

other functions , e.g.- a multi-disciplinary

team broughttogether for the

project

constraints of cost, timeand quality (orfunctionality)

a scope of work that isunique and involves

uncertainty

Examplesof a

project:-

Thedevelopment ofa management

informationsystem

The creation of alarge tender orthe preparationof a response to

it.

Setting up a newcare initiative

Thedevelopment

and introductionof new services

The introduction of animprovement to anexisting process

The production of anew customer

newsletter, catalogueor Web site

Using a project team approach will help youto achieve the beneficial gain in a

structured, controlled and cost effectiveway.

PL

C

Yes

TheProject

Life Cycle

PMGlossary

Proj.Defn.

PMGlossary

PMBenefits




PROJECT

MANAGEMENT

Project Management is amethodology and a discipline

which can bring significantbenefits to organizations by:-

However, every organization has finite resources and, therefore, a limit to the number of projects it can initiate and control. Pushing too many projects through a resource limited organization causes gridlock and stress.

Managing the project portfolio efficiently is a fundamental principle of good project management.

Ensuring limitedresources are

used on the rightprojects

Assessing risks,defining goals

andkey success

areas and settingquality objectives.

Managingcomplex changesin an organized

wayHarnessing the

energy of staff inachieving

beneficial change

PMDefn.




Because most projects involvenew ideas and learning (evena project to build houses or

flats may involve newmaterials or unusual soil

conditions or there may benew initiative for tenant

selection or co-ownershipschemes) project

management has evolved adiscipline to manage the new

and unusual.

Project ManagementObjectives:

reduce it to a setof manageable

tasks

obtainappropriate and

necessaryresources

build a team orteams to performthe project work

plan the work andallocate the

resources to thetasks

monitor andcontrol the work

report progress tosenior

management and/or the project

sponsor

close down theproject when

completed

review project toensure the lessons are

learned and widelyunderstood

It is this structured approach that makesproject management the best method for

change management.

SingleProject

define the project




PROJECT

MANAGEMENT

Total QualityManagement

(TQM)

Improvement projectsuse the principles ofproject managementespecially where theimprovements are

cross functional ones.

The introduction of TQM aims toencourage ‘divine discontent’ in

staff and to give them the tools toachieve continuous improvements

in the way they work.

PerformanceManagement

Business ProcessRe-Engineering

(BPR)

Performancemanagement bringstogether all the best

practice for managingstaff to achieve their

full potential.

BPR focuses onoptimizing the

processes in anorganization and, if

necessary,redesigning them tomeet the customer’s

needs.

Effective project leaders use all theprinciples of performance

management to motivate the teambut do not have the authority of a

line manager.

In a major survey on BPR by theHarvard Business School Reviewthe second most significant factor

in the recent failure of BPRinitiatives was the lack of Project

Management expertise and culture.The first was the failure to analyze

and understand the processrequirements. The research andthe implementation should be

managed as a project.




Doesn’t ProjectManagement

stiflecreativity?

No - in fact a well managed project will encouragecross functional creativity because that is what is

needed in ‘change projects’. An experienced projectmanager will know when to tap into this creativity

and when to drive the project forward. It is only whenproject methodologies become bureaucratic and

override common sense that creativity can be stifled.

ProjectManager

No

How to get started?

As with most otherthings in life, good

preparation isessential to

success. In practicethis requires thatyou spend time

discussing,agreeing, and then

approving:-

The overallaim of the

project andthe benefit of

doing it

The scope(or terms ofreference) ofthe project

The keyobjectives

project

The specificdeliverables

Roles andresponsibilities within the

project

Theresources

available tothe project

Often it is not possible to define the overall requirementsuntil some feasibility work has been done, in which case a

short feasibility study may be required. Once feasibility hasbeen established and approved then the work may be

planned in the appropriate detail. This process of planningwill help the team to understand its mission better and

resolve outstanding research questions. The next stage isto implement the plans and monitor progress continuouslyuntil the goal is achieved. The final stage is to close down

and review the project so that the lessons learnt are passedon to the next project.




PLC

Preparation

Start Up

Feasibility

Definition&

Planning

Implementation

Close Down

The Project LifeCycle

SimpleProject

No

Yes

DefinedMilestones

Checklists&

Inspection

For complex projects in a largeorganization a more structured

approach is needed, to set up andapprove the project, monitor and

guides its progress, solve itsproblems, deliver the end product

(or gain) and close it down.

In order to understand themethodology we need to look at theproject life cycle. The detailed lifecycle will be dependent upon thesize and type of organization andthe size and type of the project.However, in outline they all have

very similar elements.

Pre

par

atio

nS

tart

Up

Fea

sib

ility

Def

init

ion

&P

lan

nin

gIm

ple

men

tati

on

Pro

ject

Clo

seD

ow

n




PreparationThe preparation stageinvolves the project

manager and sponsorin the preparation andapproval of an outlineproject justification,

plan and projectbudget.

Yes

NoCan Project be modified to meet

requirements, or should project bescrapped?

Yes

No

Close Down

Create theProject Plan

Outline

Create theProjectBudgetOutline

$

VISIO CORPORATION

Finance

Research & Development

Preparation

Board of Directors Management

Projectjustification?

to ProjectStart UP

Yes

There is no reason why a project sponsor should not also bethe project manager. A senior manager who has a strong

business reason to drive the project will have theorganizational authority and "clout" with other senior

managers and will often make an excellent project manager.

EVAReports

MonitoringEVA

EVAMonitoring

ProductDescriptions.

The productdescription should

describe thepurpose, form

and componentsof a product.

It should also list, orrefer to, the quality

criteria applicable tothat product.QA

Criteria

ProductDescriptions.

Each productdescription may

either apply to aspecific item, or

to all the productsof a given type.

Complex Product

The componentproducts of a

complex productmay be described

in separatedescriptions,giving rise to a

hierarchy ofproduct

descriptionsfor that product.

P.I.D.Plan Project Initiation

Document (PID) -Configuration

Management System

The configurationmanagement plan

should be produced aspart of the project

initiation document(PID).




to ProjectStart UP

StartUp

Selection and Briefingof the project team

discussionon the roles

of the ProjectTeam

discussionon the roles

of theOrganization

Feasibility orResearch

stage

StartUp

The ProjectSponsor

The projectsponsor should

be a seniorperson in the

organization whohas the most togain from the

project’s successand the most to

lose if it fails.

The SteeringTeam

a large project aformal cross

functional seniorteam

The steering team mayonly be one person on

a small project(perhaps the projectsponsor) who meetsinformally with theproject manager.

On a large project aformal cross functionalsenior team will be setup to meet regularly toreview progress and

provide strategicguidance.

Functional or linemanagers

The line managerof each team

member will wantto be kept

informed aboutthe progress of

the project and beinvolved insetting ofindividualobjectives.

The projectcustomer

The project ‘customer’ should

either be amember of the

steering team orrepresented on

that team.

To use the toolsand techniques tomanage projects

effectively.

Setting theconditions and

culture such thatthe business can

select andimplementappropriateprojects tosupport thebusiness.

Middlemanagement

Ensuring that allprojects are

selected,allocated, steeredand closed down

satisfactorily.Ensure that

projects that arenot approved arenot worked on.




Feasib

ility or

Researchstag

e

Research & Development

Feasibility orResearch

stage

Establish therisks

Establishkey success

measures

Unless theorganizationundertakes

research or newproduct

development,feasibility oftenmeans ‘can this

process ortechnology becost effectivelyapplied to the

organization ordepartment’,

rather than is itgenerally feasible.

Identification ofExternal Resources Specialist

consultantsrequired?

Product andService

providersrequired?

Tender goods, for the project.

Tender services, for the project.

Tender software, for the project.

ProjectManager

coordinates thework

work will beundertaken by theteam (which mayinclude external

consultants)

This team shouldconsist of the key usersor main beneficiaries of

the beneficial change theproject is delivering

(hence the term ‘projectdeliverables’ or ‘

products’. They may beline managers,

supervisors or staff withparticular skills. They

must be the best peopleavailable and neverthose ‘who can be

spared’ because theyhave difficult or

awkward personalities.The object is to build ateam that is better than

the sum of theindividuals.

NOTE: it is often thedifficult people who

consider and manage thedetail. Their expertise and

diligence should not beignored but they are

usually happier working ina solitary way or with like

minded individuals.

Fea

sib

ility

Def

init

ion

&P

lan

nin

g




Defin

ition

&P

lann

ing

Defining andplanning the

project in moredetail by writingand publishing afull definition of

the project.

Determininga project

plan.

ProjectManager

coordinates thework

work will beundertaken by theteam (which mayinclude external

consultants)

Defin

ition

&P

lann

ing

Both should becommunicated

widely to ensuremaximum

understanding ofthe project’s

objectives by allstaff who will beaffected by theproject. Now is

the time to ensuretheir input to

minimizesurprises at a

later stage.

Quality AssuranceSpecification

An important part ofdefining the end-product of

the project is thespecification of its quality

related features - which theproject must then aim to

deliver.

QASpec.

Quality planningis an integral part

of the planningactivity.

Quality relatedactivities shouldalso be explicitlyintegrated into

the resource andtechnical plans.

Quality planningmanifests itself in

the productdescriptions ,specifically intheir quality

criteria.

Quality planningmanifests itself in thescheduling of quality

related activities in thePERT charts. .

QAPert

Quality planningshould have a

significant effecton the overall sizeand scope of the

projects plans

PERT containsdetailed informationon the duration of

each activity and thesequence in which

they should beperformed.

The tasks required to ensure the quality of the

delivered products are often overlooked, with theresult that the PERT chart fails to represent quality related

work.

This can have serious consequencesfor either: the quality levels achieved,

the overall budget, or both.

The PERT chart also clearly identifies the critical path, whichis the sequence of related activities which will take the

longest time to complete.

It is important that every task required to accomplish the

project is included, or accurate project planningwill be jeopardized.

Config.Item

Baseline

Configuration Item Baseline

In the first instance, a configurationitem should be created and

documented as the first version.

The first baseline for aconfiguration item will be

established when the specificationof the item has been prepared,

reviewed and agreed.




Imp

lemen

tation

The implementationstage involves theexecution of the

project as agreed

while carefullymonitoringprogress

while carefullymanaging changes

The team may needto be expanded at

this stage toresource all the

tasks

If so, it is essential theyare fully briefed and feel ‘included’ as part of the

team.

ProjectImplementation

Is PM an integral part of thisorganization's culture?

Yes

No

Develop Team Building Events

Events that allow the team to worktogether in a competitive but non-

threatening environment.

As people get used toforming and dissolvingteams the need for and

style of such teambuilding events will bedecided by the team.

QAPlan




Pro

jectC

lose

Do

wn

The close down stage involves the satisfactory delivery(satisfactory to the project ‘customer’ that is) of the

products or services that achieve the beneficial gain.

Project Review

What lessonslearned?

Lessons learned should beformally published ‘warts

and all’.

Lessons learnedshould beformally

documented .

Having attended seminars inwhich very senior managershave disclosed the best andworst features of their mostcritical projects; They are

always received with respectbecause people like to learn

from the experience of othersand bad experience is oftenmore informative than good.

Be honest aboutyour mistakes

Mistakes are notfailures, they are

how we learn.

Ignoring ordenying

mistakes ishow we fail.




Pro

jectM

anag

er

So whatdoes aProject

Manager do?

Typically a project manager will benominated to lead a project and willbe expected to be fully accountable

for meeting its objectives.

The project manager will be theleader of the project team and will be

responsible for ensuring thefollowing are completed in a timely

way:-

Gaining approvalfor the project aim

and terms ofreference

Selecting andleading the team

and settingindividualobjectives

Ensuring afeasibility study is

complete

Ensuring that theproject is planned

in appropriatedetail

Allocating andmonitoring thework and cost

Motivating theteam

Reportingprogress back tothe organization

Helping the teamto solve project

problems

Achieve, throughthe team, the

goals

Reviewing andclosing down

What skillsdoes aproject

managerneed?

PMSkills




What skillsdoes aproject

managerneed?

Very broad skills areneeded to manage a

large projectsuccessfully.

A deal of experienceare needed to

manage a largeproject successfully.

They includebusiness

knowledge

They includetechnical skills

They includeindividual and

team leadershipskills.

They will havetechnical skills insetting objectives

They will havetechnical skills inplanning complex

tasks

They will havetechnical skills in

negotiatingresource

They will havetechnical skills infinancial planning


contractmanagement,

They will havetechnical skills inmonitoring skills


managingcreative thinking

They will havetechnical skills inproblem solving

They will havetechnical skills aswell as their ownspecialist topic

They willappreciate the

differing needs ofboth individualsand the project

team at differentstages of the

project.

They will beaware of different

team types.

TeamSkills

IndividualSkills

TechnicalSkills

Goodpresentation

skills

Good persuasiveskills

Good writtenskills but allied togoal orientation

High energy

Credibility

Having high energy doesnot mean you play squashfive times a week but thatyou have the intellectual

energy and commitment todeliver the project with a

positive ‘we can do it’ teamapproach.

Good project managersknow their own strengthsand weaknesses and willcompensate for these in

selecting the team.

P MTools

&Techniques

PMSkills




P M

To

ols

&T

ech

niq

ue

s

Verifiableobjective setting

This ensures thatthe objectives forthe project can be

measured andverified to ensure

that they have beenmet.

Brain storming

This technique isused at all stages of

the project toencourage creativethinking and solve

problems

Work BreakdownStructures

This is a techniqueto analyze the

content of work andcost by breaking it

down into itscomponent parts.

It isproduced

by :-

Identifying thekey elements

Breaking eachelement down

into componentparts

Continuing tobreakdown until

manageable workpackages havebeen identified.

These can then beallocated to the

appropriateperson.

Below is a workbreakdown

structure for therecruitment of a new

person to fill avacant post.

Project EvaluationReview Technique

(PERT)or

Network Analysis

PERT

WBS




PE

RT

Used to analyze the inter-relationshipsbetween the tasks identified by the work

breakdown structure

Used to define the dependencies of eachtask.

Network analysis or PERT(Program Evaluation and Review

Technique)

Work BreakdownStructure - WBS

Network Analysisapplied

Below is thePERT chart of the

WBS shownabove after

network analysisas been applied.

While laying out a PERT chart it is often possible to see thatassumptions for the order of work are not logical or could be achieved

more cost effectively by re-ordering them. This is particularly truewhile allocating resources; it may become self evident that two taskscannot be completed at the same time by the same person due to lackof working hours or, conversely, that by adding an extra person to theproject team several tasks can be done in parallel thus shortening the

length of the project.

Critical path analysis(CPA)

CPA is used inconjunction with PERTanalysis to identify thetasks that are critical indetermining the overallduration of the project.

Yes

Critical Path is shown by thetasks with heavy outline boxes.

MilestonePlanning

Milestone planning isused to show the

major steps that areneeded to reach the

goal on time.

Management

Accrued costand

Earned Value AnalysisSenior Management

MilestoneReport

Quality Assurance

Accounting

Information Systems EVA

GanttChart

QAPert

CPA

The PERT chartalso clearly

identifies the criticalpath, which is the

sequence ofrelated activitieswhich will take

the longest timeto complete.




EVA

$

VISIO CORPORATION

Finance

Finance Management

Accrued costand earned

value analysis

These measuresenable the progressof the project to be

monitored infinancial terms.

Earned valueanalysis, or EVA,

represents apractical approach to

measuring theprogress of a projectagainst the plans and

this approach isbased on variance

analysis.

Relies on themeasurement of

the actual amountof work that hasbeen done at a

given date

Cost/ScheduleControl System

Criteria

C/SCSC

(used byGovernments andLarge Contractors)

Since EVA relies onthe measurement ofthe actual amount ofwork that has beendone at a given date

and themultiplication of this

by the associatedcost rates, many of

the delaysassociated with

variance analysis canbe eliminated.

multiplication ofthis by the

associated costrates

Earned valueanalysis has

severaladvantages;

EVA compareslike terms

EVA is quick toapply in practice

A single piece of paper canoften adequately summarizethe progress of the project.

EVA requires theongoing

measurement ofthe actual workdone, which isnormally taken

from timesheets.

Timesheets

The useful workcompleted also

requiresmeasurement,normally by

physicalobservation.

Physicalobservation. EVA should reflect all of the

significant non-productivemanpower costs associated

with the project

for example costsincurred for projectmanagement and

administrationshould be factoredin to give a realistic

figure.

Tasks which have startedbut are not yet complete

the problem ofquantifying the earnedvalue is compounded iftasks of long duration

are involved

Therefore EVA ismade easier byhaving a larger

number of shortertasks in the plan.

EV

AV

aria

ble

s




Gan

ttC

hart

Gantt charts (named after theinventor) or bar charts, as they

are sometimes called, are used todisplay and communicate the

results of PERT and Critical Pathanalysis in a simple bar chart

format that can be readilyunderstood by those not involved

in the detail of the project.

The PERT chartis now displayedas a Gantt chart

below




Running MultipleProjects?

If an organization isconsidering managinga portfolio of projectsit needs to consider 5

key areas:-

Yes

No

SingleProject

Commitment ofthe senior

managementteam to the

effective use ofproject

management andits acceptance by

staff.

People in theorganization whohave been trainedin the principlesand practice of

projectmanagement are

required.

Systems thatprovide theinformation

needed by seniormanagement to

manage theportfolio ofprojects.

A methodologythat is clearly

understood byeveryone andwhich every

project will follow.

An organizationalstructure to selectthe projects that

support thestrategy, guidethem, prioritizethem and close

them down.

Program Manager(sometimesknown as a

Change Manager)

The role is astrategic one. Heor she will have

command ofProject Managers

and ProjectLeaders who

report forindividualprojects.

Yes

The ProgramManager is

responsible to theSenior

Management forthe portfolio of

projects under hiscontrol.

The ProgramManager is

responsible forensuring that the

portfolio ofprojects deliverthe beneficialbusiness gain

intended.Project Manager

A ProjectManager is

experienced inthe skills anddisciplines of

projectmanagement, may

manage morethan one projectat a time and may

have ProjectLeaders as

directly reportingstaff.

Project Leader

A project leaderusually managesa project stage or

a small projectwhere his or her

particular skills orexpertise are alarge part of thework. A Project

Leader mayreport to a ProjectManager or to the

ProgramManager.




EVAVariables

The Earned ValueAnalysis

Variables.

The earned valueapproach to

project controlovercomes the

problem ofmanagers makingdecisions based

on isolatedinformation.

Three basicvariables relatingto budgetary and

actual costs

These variablescan be used to

analyze theproject, at any

level, to establisha variety of useful

parameters.

BCWS

The BudgetedCost for Work

Scheduled(BCWS) is the

value of work thatshould have been

done at a givenpoint in time.

It indicates thebudget and worktargets at a given

point.

BCWP

The BudgetedCost for Work

Performed(BCWP) is thevalue of work

actually done at agiven point in

time.

It takes the workthat has beendone and the

budget for eachtask and indicates

what portion ofthe budget shouldhave been spent

to achieve it.

This variable issometimes

referred to asEarned Value.

ACWP

The Actual Costfor Work

Performed(ACWP) is the

actual cost of thework done and itmay vary fromthat budgeted.

ACWP is theamount reported

as actuallyexpended in

completing thework

accomplishedwithin a giventime period.

Earned ValuePercentageComplete

Budget

As defined by theBudgeted Cost

for WorkScheduled (ineither cost or

man-hour terms).(BCWS)

Cost Variance.

A measure of thedeviation

between theEarned Value

and the actualcost of the

workperformed

(ACWP)

Example:A project has aEVA Variables




Example:A project has aEVA Variables

BCWP

$25,000

#1: ExampleProject

(at specific pointin time)

ACWP

$30,000

Cost Variance

BCWP - ACWP = - $5,000

Percentage CostVariance

Cost Var. / BCWP =-20%

In other words itis overspent by$5,000 or 20%.

Schedule variance (cost),is a measure of the

deviation between theactual progress and the

planned progress. This isusually measured in

units of cost rather thantime.

BCWS

$30,000

Schedule (Cost)Variance

BCWP - BCWS = - $5,000

BCWP

$25,000

#2: ExampleProject

(at specific pointin time)

Percentage CostVariance

Cost Var. / BCWP =-13.3% over-spent

Schedule (Cost) Variance

BCWP - BCWS = - $50,000 or 25% behind

schedule

Cost Variance

BCWP - ACWP = - $20,000

Scheduledexpenditure is

$50,000 per weekfor the first four

weeks,

BCWS = $200,000ACWP = $170,000

the projectmay be on

schedule butunder-

spending

or it may bebehind

schedule andover-spending

It is only when the earned value (BCWP) is known that the status of theproject can be determined.

BCWP

= $150,000

CumulativeCost

Curves




CumulativeCost

CurvesThe three variables BCWS,

BCWP and ACWP should beplotted graphically as the

project progresses.

UnderstandingCumulative Cost

Curves.

Note: that normallythe solid curves

represent actual dataand the dotted curvesrepresent projections.

It is these 'cumulativecost curves' that

enable analysis of theproject to be

undertaken at anypoint in time.

BCWS curve

Only the BCWScurve can be

plotted inadvance

BCWP and ACWP curve

The BCWP and ACWPcumulative cost curves are

normally plotted on aweekly or monthly basis.

Board of Directors

Management

ACWP

The ACWP curveis plotted by

measuring theactual work doneas recorded on

timesheets.

BCWP

The BCWP can becalculated by

multiplying theassessed

percentagecomplete by thebudget (BCWS).

Cost Variance

The cost variancecan be

established at anypoint in time byreferring to the

differencebetween ACWP

and BCWP.

Remember, costvariance is a

measure of thedeviation betweenthe earned value

and the actualcost of the work

performed.

Schedule Variance (Cost)

The schedule variance(cost) can be established

at any point in time byreferring to the difference

between BCWS andBCWP.

Remember, schedulevariance is a measure of

the deviation between theactual progress and the

planned progress.

This variance is normallyconverted to a percentage

value to avoidrepresenting the schedule

variance in cost units.

Schedule Variance (Time)

The schedule variance(time) can be establishedat any point by referringto the difference between

BCWS and BCWP - butwith reference to the

horizontal axis.

EVAReports




MonitoringEVA

Monitoring Efficiency.

In addition to calculating the cost and schedulevariances earned value analysis can also supplyfigures that quantify how efficiently the project is

progressing.

The formulae on this page provide feedback onperformance efficiency in relation to the

Budgeted Cost of Work Performed.

An index value of 1 indicates that the project isentirely in line with the plan.

An index value >1.0 indicates exceptional projectperformance.

An index value < 1.0 indicates performance belowplanned expectations.

Monitoring Progress.

One of the most important benefits of EVA is thecalculation of the Overall Percentage Complete of

either a complete project or sub-project.

This is obtained by dividing the total earnedvalue, which is the sum of all the individual

earned values, by the original budget.

It is this variable togetherwith the predicted final costand cost variance that will

be of most interest to seniormanagement.

EVAMonitoring

Budget Variance.

As a project progresses it is usually important tomonitor the overall costs of the project in relation

to the original budget.

Budget variance is a key measure of theanticipated cost of the whole project at some time

after project initiation.

Once again a negative value indicates a budgetoverrun.

Estimated Cost at Completion(ECAC)

Estimated Cost at Completion is a revisedprediction of how much the project will cost (ittakes into account the money spent so far and

your current estimate of the total resourcesrequired to complete the project).

Budgeted Cost at Completion(BCAC)

Budgeted Cost at Completion is the originalbudget for the whole project.




QAPlan

QASpec. Quality Conscious

Industrial and BusinessPractices

This has been identified asbeing of the utmost

importance in gaining andretaining a competitive

edge.

In the context of a projectthat aims to deliver a

complex end-product, thequality aspects of that end-

product will need to beplanned, designed and

worked for.

Quality

“Quality is the totalityof features and

characteristics of aproduct or service

which bear on its abilityto satisfy a given need”.

Quality Policy

Defines the reporting policyand responsibility of

management in the QAfunction of the corporation.

QualityAssurance

Quality Management

Defines the reporting policyand responsibility of

management in the QAfunction of the corporation.

Quality Control Functions

Quality control isconcerned with ensuringthat the required qualities

are built into all of theproducts throughout theirdevelopment life cycles.

QA requires agreementon the level of quality

controls to be adopted,both specifically relatingto the project and to theoverall organizational

policy.

It is important that allthree interests

represented by theproject owner are taken

into account whendeciding the

mechanisms to beadopted.

Combine to assure theclient that the product

will be consistentlymanufactured to therequired condition.

QCFunctions

Its aim is to achieve andassure quality throughthe adoption of a cost

effective quality controlsystem

Its aim is to achieve andassure quality throughthe adoption of a cost

effective quality controlsystem

...and through externalinspectionsand audits.

Results ofQuality Plans

Reflected in theresource and technicalplans, at each level of

the project.

QACriteria

Quality Criteria.

Quality criteria should be usedto define the characteristics of

a product in terms that arequantifiable, and thereforeallow it to be measured - at

various points in itsdevelopment life cycle, if

required. .

The criteria effectively define'quality' in the context of theproduct and are used as a

benchmark against which tomeasure the finished product.

Quality criteria should bedetailed, or referred to, in therelated product description.

Quality Criteria.

Quality criteria should beestablished by considering

what the importantcharacteristics of a product

are in satisfying the need thatit addresses, and they should

always be statedobjectively. Subjectiveor descriptive criteria

such as 'quickresponse' or

'maintainable' areunsatisfactory - as they

do not permitmeaningful

measurement.




QCFunctions Quality Control Functions

Quality control isconcerned with ensuringthat the required qualities

are built into all of theproducts throughout theirdevelopment life cycles.

Quality Control Functions

Quality control utilizesmeasurable quality criteria

and is exercised via:Quality Reviews

Project Reviews

Testing ofProducts

Change Control

Quality Reviews

Quality reviewsare planned and

documentedinspections of a

review item.

The review itemmay be a product,a group of relatedproducts or part

of a product.

Quality Reviews

Thescheduling of

quality reviews islikely to representa significant effort

in terms ofrequired

resources.

Error Detection

The earlier an error is identifiedthe less costly are the implications

and the penalty for failing toconduct adequate reviews

The early detection of errors alsominimizes the degree to which

faults in one product can becompounded - either in its later

development or in thedevelopment of related products.

The quality review is a formalprocedure for reviewing a

product, or group of relatedproducts, against an agreed

set of quality criteria.

The review meeting shouldbe run by a designatedchairman and brings

together the reviewers and adesignated presenter

Quality ReviewPersonnel

Review CommitteeChairman

Chairman of ReviewCommittee

The chairman shouldbe responsible for

organizing the review,including the initial

selection of reviewers.


This role is normallyundertaken by the lead

developer of theproduct to be

reviewed.

Quality Reviewers

They should set theagenda for, and ensurethe smooth running of

the review itself,striving to minimize

deviation andprotracted discussionof potential solutions.


The presenter shouldensure that all

reviewers have theinformation they

require, ahead of thereview meeting.


The Presenter isnormally responsiblefor correcting errorsfound at the review

and therefore shouldrecord all the agreed

points.

Quality Reviewers

The main duty of thereviewers is to checkthe item under reviewagainst the relevantcriteria as defined in

the productdescriptions and other

review checklists.

Quality ReviewersFollow-Up Phase

During the follow-up phase one or

more reviewers shouldconfirm that the

corrective work wascarried out and that no

undesirable sideeffects occurred.

QRPhases

ConfigMgmnt

DURchange




QRPhases

Quality Reviewers

Quality reviews should

be seen as a threephase process

Phase 1 –

Preparation.

Preparation, whichprecedes the actual

review meeting.

Phase 2 –

The ReviewMeeting.

The central phase ofthe quality review

process is the reviewmeeting itself.

Quality Reviewers

Quality reviews should

be seen as a threephase process

ChairmanPreparation

Invitations and copiesof the products beingreviewed should be

issued, allowingsufficient time for eachreviewer to compile anerror list - which theyshould bring to the

review meeting.

Quality ReviewersError Lists

Compiledindependently by each

reviewer -

error lists detail anysignificant defects

observed in the reviewitem.

Each reviewer shouldinspect the review item

from a particularviewpoint - for

example, a user oroperator.

Quality ReviewersError Lists

During the reviewmeeting the emphasis

should be on errordetection, in line withthe criteria, and onlylimited discussion of

corrective actionshould occur.

error lists detail anysignificant defects

observed in the reviewitem.

'personalities' and'politics'

It is important that'personalities' and

'politics' are kept outof the review - in

particular it isessential that thereview remains

focused on the reviewitem and not on the

presenter.

CompleteReviews

action list tasks areallocated along with

designated reviewers,to verify that the work

is done.

IncompleteReviews

If the review endsabnormally it should

be deemed'incomplete'.

CompleteReviews

the chairman should

forward the follow-up action list and

all copies of theannotated product to

the presenter togetherthese represent all ofthe errors identified.

CompleteReviews -

Results Notification

The chairman shouldalso distribute copies

of the resultnotification to the

presenter and thereviewers.

Non-Review Items -Project Exception

Report

A project exceptionreport should be

raised for any errorsdetected in non-review

items.

Phase 3 –

The Follow-Up.

Following the qualityreview meeting thereshould be a follow-upperiod during which

the errors identified atthe review that were

committed to thefollow-up action list

are rectified andsigned off.

Project ExceptionReport

If there is anurgent need forthe product, and

the reworkcannot be carriedout in the allotted

time, then aproject exceptionreport should be

generated,requiring the

project manager’s approval.

ChairmanPreparation

Following the qualityreview meeting the follow-

up action list; as agreed bythe reviewers and

completed by the chairmanshould be forwarded along

with all copies of theannotated product to the

presenter.

Phase 3 –

End of theFollow-Up.

At the end of thefollow-up period,which is typically

restricted to one week,the follow-up action

list should be signed-off by the chairman.

Phase 3 –

End of the Follow-Up.

A reviewer may be delegated tosign-off areas of remedial work,

usually those that theyidentified.

ConfigMgmnt

QAFurtherActions

ChangeControl




ConfigMgmnt

ConfigurationManagement System

Once the follow-upaction list has beensigned-off the re-worked product

should be resubmittedto the configuration

management system.

DURStatus

DUR - ConfigurationManagement System

The appropriateproject manager is

responsible forscheduling all of thework for approveddocument update

requests. This workmust take into account

all of the changes toevery configurationitem that requires

change.

DUR - Project MonitorCMS

This work should bemonitored and if

planned resourcesand/or deadlines maybe violated then thisshould be brought tothe attention of the

overall projectmanager.

ConfigMgmnt

DURchange


On receiving acompleted DocumentUpdate Request the

person responsible forthe Configuration

Management Systemshould ensure that allof the products thatshould have been

changed are returnedand document this.

Config.Mgmnt.


Configurationmanagement is a

method foradministering an

evolving, and ofteninterrelated, set of

products and projectdocumentation.

CMS Procedures

The application ofeffective

procedures shouldensure the accurate

and up-to-datedocumentation anddistribution of allrelevant productcomponents and

project information.


ConfigurationManagement should

be applied to projectsof any significant size,and should be the day-to-day responsibility of

a single individual.

P.I.D.Plan


Where products constitutesub-assemblies of morecomplex products, theapproach used must be

able to track all suchrelationships, enabling the

accurate analysis of allassociated information.

Configuration ITEMS

All of the products anddocuments that require theadministrative controls of

the configurationmanagement methodbeing used are calledconfiguration items.

Configuration ITEMS

Initially the overall end-product (or project

deliverable) can,theoretically, be viewed as

the only identifiableconfiguration item.

However, an increasingnumber of configuration

items will usually beidentified as the end

product is sub-divided intothe manageable elementsrepresented in the work

breakdown structure(WBS).

WBS

Configuration ItemDescription Record

A configuration itemdescription record should

be used to record theinformation needed toidentify and track each

configuration item throughits development life cycle.

Configuration ItemDescription Record

Procedures

Configuration control isconcerned with the

procedures for the issueand submission of

configuration items. Theseprocedures should

address both physical andelectronically storedconfiguration items.

Configuration Item Baseline

In the first instance, a configurationitem should be created and

documented as the first version.

The first baseline for aconfiguration item will be

established when the specificationof the item has been prepared,

reviewed and agreed.

Configuration Item BaselineVersion System

The configuration item may thenundergo a number of modificationsas it is tested and errors corrected,or as changes are requested andthese subsequent submissions

should be reflected by anincreasing version number.

Config.Item

Baseline

Configuration Item AuditSystem

Configuration audits consistof cross checking the

configuration item descriptionrecords with the current

version of the configurationitem as held in its

development folder.

Subsequent Baselines

Subsequent baselines willnormally be established at

points at which theconfiguration item is ready tobe used as a basis for further

work in which a majortransformation of it will take

place.

CM Item Release

A release consists of aspecified set of products from

one or more base-linedconfiguration items, which areissued as a set for a specificpurpose. Releases should beauthorized by the project or

sub-project manager.

PIDSetUp




QAFurtherActions

Phase 3 –

End of the Follow-Up Review

Further Actions

At the end of a review thechairman should

designate it as 'complete'or 'incomplete'.

Re-Reviewof

Incomplete Review

The objective of the re-review is to ensurethat the review itemreceives adequate

quality review, giventhat the initial review

was designated'incomplete'..

Re-Reviewof

SupportingDocumentation

The supportingdocumentation shouldbe passed, along with

the Chairman’srecommendation, to

the appropriate projectmanager who should

decide, as soon aspossible, on

subsequent action.

Re-Reviewof

Subsequent Action.

Re-Work

Re-work, this option isuseful where the

product was deemedinadequate, or

requires a secondreview to verify thatall errors have been

satisfactorily resolved.

Re-Reviewof

Subsequent Action.

Reconvene

Reconvene, if keyreviewers were unableto attend or the review

ran out of time thisoption enables the

later continuation ofthe meeting.

Re-Reviewof

Subsequent Action.

Project Delay?

This may delay theproject if the

reconvening movesthe product

completion date back.

Re-Reviewof

Subsequent Action.

Reorganize,

Reorganize, thisoption is useful in

situations where theproject manager

wishes to change thecomposition of the

review team, perhapsto include people withmore specialist skills.

Re-Reviewof

Subsequent Action.

DeclareComplete

Declare Complete, onreviewing the

information the projectmanager may decide

that most, or all, of theerrors have in factbeen identified and

that a further review isnot justified.

Re-Reviewof

Subsequent Action.

DeclareComplete

This is effectively bypassing the normalrigors of the quality control system and

should only be considered inexceptional circumstances - for example,

severe resource shortages, and within the contextof a non-critical product.

Re-Reviewof

Subsequent Action.

Abandon

Abandon, in exceptionalcircumstances where the product

under review is urgentlyrequired the decision may betaken to abandon furtherreview, using the product

'as is'.

Re-Reviewof

Subsequent Action.

AbandonProject Exception Report

Errors identified in the initial review will not be corrected butnoted on a project exception report recommending that a

document update request is used to highlight thesedeviations in the delivered product.

Re-Reviewof

Subsequent Action.

AbandonDocument Update Request

A Document Update Request is used to

highlight deviations in the deliveredproduct.




ChangeControl The Big

4 Threats

No matter how carefully planned a project has been, changes will need to be made asit progresses. These will result from both external influences as well as problems that

arise within the project environment.

Business Changes

Business changes,which may result from:

changes in legislation,

changes ingovernment policy or

changes in businessstrategy.

Marketing / UserChanges

Marketing/userchanges, which may

result from:

changes in therequirements of the

customer, who may beeither part of, oroutside of, theorganization.

It is also possible thatfeedback gained

during the review ortesting of a productmay show that it is

inappropriate in someunforeseen way.

Technical Changes

Technical changesmay be required as

emerging technologymay offer a better

solution to thatoriginally planned.

Alternatively, technicalproblems may prevent

a product fromworking in the way

that it was supposedto.

High Level BusinessDecisions

High level businessdecisions may change

the basic terms ofreference of the

project - for examplethere may be a changeto the overall scope of

the project.

Change ControlProcess

This process, calledchange control, shouldensure that proposed

changes areinterpreted in terms oftheir potential effect

on:


ProjectTimescales


ProjectCosts


ProjectQuality


ProjectPersonnel


ProjectBenefits

Proposed ProjectAlterations / Changes

Prioritize and plan thenecessary work, and

finally control itsimplementation.

It is important that noaction is taken without

the authority of theappropriate level of

management.

Project Exception

Report (PER).

Any person associatedwith a project shouldbe able to raise any

concern they have atany time.

The concern mayinvolve a perceived

problem or asuggestion for animprovement to:

some area of the work,documentation or

project organization.

ProjException

Rpt

Proposed ProjectExceptions

There are 3 possibilities:

Firstly, that the impact of the changedoes not exceed the sub-project

tolerance. In this case the decisionrests with appropriate sub-project

manager.

Secondly, that the impact of thechange falls outside of sub-project

tolerance but within projecttolerance. In this case the decision

rests with the overall projectmanager, who may wish to consult

the project owner.

Finally, the impact of the change mayexceed the project tolerance - inwhich case the decision is the

responsibility of the project sponsor.




ProjException

Rpt

Project ExceptionReport (PER).

Any person associatedwith a project shouldbe able to raise any

concern they have atany time.

The concern mayinvolve a perceived

problem or asuggestion for animprovement to:

some area of the work,documentation or

project organization.


Meeting

All project exceptionreports should be

reviewed at regularmeetings (a PER

Meeting).

The meeting shouldrecommend one of the

following outcomesshown for each project

exception report:


Meeting

All project exceptionreports should be

reviewed at regularmeetings (a PER

Meeting).

The meeting shouldrecommend one of the

following outcomesshown for each project

exception report:

Document UpdateRequest (DUR)

A document updaterequest (DUR) will bethe preferred optionwhere a product is

found not to conformto its product

description but wherechanging the product

description isconsidered preferable

to re-working theproduct in line with itsoriginal description.

Change Request (CR)

A change request (CR)will be the preferred

option where there is arequirement to changethe design or features

of a product, eventhough that productcurrently agrees with

its specification orproduct description.

Project Exception Report(PER) - Rejected

Rejecting a project exceptionreport indicates that, after dueconsideration, it is not felt to

represent a significantconcern.

Impact Analysis Report (IAR)

The purpose of the impact analysis isto arrive at a balanced view of the

effect of the proposed change on theprojects ability to satisfy its mandate.

The reviewers, who should include allproject coordinators, may decide that

they require more information before adecision can be taken.

This process looks at the knock-oneffects of the change on other

products, and also the effect if thechanges are not implemented. The

analysis will ideally be carried out fromthe business, marketing or user and

technical viewpoints - as appropriate.

Project ManagementDecision

This will enable projectmanagement to decide

whether to proceed with thechange or not.

The appropriate project

manager should use theimpact analysis to

assess the change interms of its effect on

timescales, cost,benefit, quality,

personnel and risk and

to decide at what levelthe decision to

proceed should betaken. The appropriate

project managershould then determine

whether or not theproposed change will

exceed the permissibletolerance.

DUR&

CR

IAR




DUR&

CR


orChange Request (CR)

Once it has beenassessed a ProjectException Report

(PER) may beclassified as a

Document UpdateRequest (DUR) or

Change Request (CR).


This is a standard formthat is used to updatea product design to

reflect how it is in itscurrent

implementation, ratherthan how it was in its

original design.


Even though thedocument update

request indicates achange (update) to thedocumentation rather

than a change to aproduct or procedure

it will usually stillwarrant an impact

analysis - in order torecord the

ramifications of theidentified productdeviation on the

project as a whole.

IAR

Project Manager -Document Update

Request (DUR)or

Change Request (CR)

A Document UpdateRequest or ChangeRequest can only be

raised on the authorityof the Project

Manager.

Project Manager -Document Update

Request (DUR)

It should refer to theProject Exception

Report (PER) whichoriginated it andshould contain

sufficient detail toenable the fault it is

concerned with to berecreated.

Technical AnalysisTeam

The Document UpdateRequest or Change

Request should thenbe passed to an

appropriate person toanalyze it.

A technical member ofthe team, with

assistance from othersas required, shouldperform a technical

analysis on thedocument update

request and establishthe resources requiredfor its implementation.

Technical Analysis Team- Priority Rating

They should also assignthe Document UpdateRequest or Change

Request with a priorityrating – either:

high,mediumor low.

The technical team membershould also conduct anImpact Analysis (IAR) to

ensure no implications ofthe proposed change have

been overlooked.

Document UpdateRequest (DUR) -

Status

When the status of adocument update

request is changedfrom 'outstanding' -which is its originalstatus, it should be

returned to theConfiguration

Management System.

DURStatus

Change Request (CR)

This is a standard formthat is used to changea product design - toreflect a significantamendment to the

original design.

It records a proposedmodification to the

products to bedeveloped, or achange in the

management ortechnical approach

adopted.

Config.Mgmnt.




PIDSetUp

ConfigurationManagement Plan

The configurationmanagement plan

should be produced aspart of the project

initiation document(PID), for approval bythe project owner at

project initiation.


Whereappropriate

configurationmanagement shouldcontinue throughout

the life of the deliveredend-product, and

therefore the approachadopted should betransferable to the

client organizationsoperational and

maintenance sectionsat the end of the

project.


If other projects withinthe organization are

using a configurationmanagement methodthen this should be

seriously consideredfor the current project,particularly if the two

projects share anyareas of interest.


The following list isthe recommendedminimum scope

required of aconfiguration

management method.This should be

adjusted to suit theneeds of each

particular project.

Synopsis & Purpose

This should provide abrief overview of the

plan and highlight anydifferences in

approach to existingsite standards - with ajustification thereof.

Synopsis & Purpose -Aim of the Activities

It should also explainthe aim of the

activities defined inthe plan.

Any dependencies onconfiguration

management plansfrom other projectsshould be identified.References

This serves to identifyall other standards to

be used by theconfiguration

management method.

Configuration ItemIdentification

This section shouldspecify the naming

and numberingconventions to be

used for all types ofconfiguration items.

Scope

This should outline thefull range of tasks in

the plan, in particular itshould consider all

areas that have linkswith associated

projects or that maybe bringing inprefabricatedcomponents.

Scope -Special Operating

Requirements

Any special operatingrequirements shouldalso be considered.

It should also definewhich items are to bemanaged under theplan and which areoutside the plans

control.

Definitions,Abbreviations and

Acronyms

This is a shortglossary; that should

be produced tosupport the plan if

necessary.

Responsibilities

The clearestrepresentation is a

responsibility matrix,showing which role

should carry out eachactivity in the plan.

The configurationadministrator will

feature often.

Filing

This section defines indetail the filing

structure to be usedfor each category ofconfiguration item.

This should coverhardware, software,

documentation, humanand machine readable

items.

Document IssueProcedures

This should define theprocedures to be used

for issuing anddistributing copies of

all manageddocuments.

Security

This should define theaccess security

measures for themaster copies of allconfiguration items.

Config.Item ID




Config.Item ID Configuration Item Identification

When any member of the project team creates any newitem of project documentation that requires distributionto a variety of other project staff, they should submit it

to the configuration administrator, or whoever isdesignated as being responsible for administering theconfiguration management procedures - in order that

they can decide whether or not it constitutes aconfiguration item (CI).

If the configuration administrator decides that thearticle does require the formal procedures of the

configuration management method they should give itthe status of CI.

Configuration Item Identification - Not Required

The configuration administrator may decide that thearticle does not require all the rigors of configuration

management and therefore not create a correspondingCI.

In this case the article should be distributed &administered outside of the configuration management

system.

Configuration Item Identification -CI Description Record -

Configuration Administrator

As CI's are identified, each should have a CIdescription record created for it - which should then be

forwarded to the configuration administratorfor filing.

The CI description record should contain all of theinformation needed to identify and track the item

through its development life cycle.


Configuration Administrator -

Configuration Item Issue & SubmissionProcedures

Issue and submission procedures are concerned withthe submission of and access to the identified CI's.

These procedures will relate to administrative items aswell as those pertaining to the evolving products.

Without careful control over the issue and submissionof CI's the configuration management process can

collapse.



Configuration Item Issue & SubmissionProcedures - Software Control

Due to the increasing use of computer networks to

support project work, control can besignificantly more difficult than for products

and hardcopy documents.

The use of password protected files anddirectories should help, but the recall of obsolete

versions can cause problems.

Configuration Item Issue & SubmissionProcedures - Re-Submission

Only when the author of a new or revised product ordocument is satisfied that it is complete or ready forreview should it be re-submitted to the configuration

administrator.

The submission procedure shouldnot be used to introduce new CI's.

CIControl

CIAudits




CIControl

C.I. - Property Report Issue Log

4) Creator: Money

1) Based on: PM_Draw_20130514.vsd Range of data:

2) Created: 7/12/2010, 7:55:15 PM

3) Spreadsheet:

5) Purpose of report:

CONFIDENTIAL



Configuration Item Issue & Submission Procedures -Software Control

In relation to quality reviews, the administrator should be responsible for

issuing a copy to each reviewer, in line with the issue procedures, and filingthe original in the relevant development folder.

The configuration administrator should never issue themaster copies of base-lined CI's.

It is important that current official copies are readilyidentifiable, to avoid any obsolete documentation being used

as the basis of future work.

Configuration Item Issue & SubmissionProcedures - Software Control

Issue Log

The administrator should maintain an issue logfor each CI, which records:

the1) identity and

2) version of documents issued, the

3) name of the recipient,the

4) authority for and5) purpose of the issue

and the6) date of issue.

Configuration Item Change Request -Document Control

Issue Log

When a document is the subject of an approvedchange request, the administrator should issue acopy to the appropriate person to carry out the

work and notify all other copy holders of theimpending change.

On completion it should be passed back to theadministrator, who should only then make it

available for further changes.

Ideally when a new version of a CI is issued, earlierand now obsolete, copies should be recalled and

destroyed.

Configuration Item:Configuration Audits.

Configuration audits consists of cross checkingthe CI description records with the current version

of the CI as held in its development folder.

These audits are normally carried out ahead ofeach project review, although they can be

requested at any time by the project manager orthe project owner.

Configuration Item:Configuration Audits.

Configuration audits should establish that:

1) the current physical representation of each CImatches its current specification,

that there is2) consistency in design between each CI and its

parent, if there is a parent.

Finally it also3) establishes that the documentation is up to date

and

4) all relevant standards are being adhered to.

Configuration Item:Configuration Audits - Log

The configuration administrator should be responsible for producing all scheduled and ad hoc reports onthe status of the CI's at an given point in time.

Typical reports that may be required include:

1) numbers of change requests and2) number of project exception reports opened during a specific period,

3) closed during a specific period,4) those currently open and

5) unresolved document update requests.

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PMGlossary

Acceptance Criteria.

Acceptance criteria, or quality criteria, are thosecharacteristics of a product against which it can be

objectively measured in order to determinewhether it meets the

specified requirements. These criteria thereforedefine 'quality' in the context of that product and

are specified in the appropriate productdescription.

ACWP.

ACWP - Actual Cost for WorkPerformed

This is the actual cost of the work done, which mayvary from that budgeted. You do not need to know

how much has actually been spent - just theamount of work done multiplied by the associated

unit costs.

Approval to Proceed.

This formal approval is given by the project ownerat project initiation and at each main projectreview, prior to commencement of the workinvolved in the next phase. It represents a

commitment to further expenditure up to the end ofthe next phase of the project.

Arrow Diagram.

There are two basic networking techniques called :

1. Arrow diagram method (ADM) - also called network-on-arrow.

2. Precedence diagram method (PDM) - which usesactivity network diagrams.

The arrow diagram approach depicts activityinformation on the arrow or relational link. The

preceding and succeeding activities are more clearlyhighlighted and this can be useful when dealing with alarge network. However this method has been largely

superceded by the PDM approach which has beenincorporated into most project management software

packages.

Baseline.

A baseline is a snapshot of the state of aconfiguration item (or a plan) and its componentconfiguration items at a point in time. Baselines,

plus approved changes from those baselines,constitute the current configuration identification.Baselined plans represent those which have been

formally agreed and accepted; each baselineshould be permanently recorded - so that it can be

recalled at any future time.

BCWP - Budgeted Cost for WorkPerformed.

BCWP - Budgeted Cost for Work Performed

This is the value of work actually done at a givenpoint in time. It takes the work that has been done

and the budget for each task and shows whatportion of the budget should have been spent to

achieve it. This variable is often referred to as'earned value' as it represents the true value of the

work that has been completed.

BCWS - Budgeted Cost for WorkScheduled.

BCWS - Budgeted Cost for Work Scheduled.

This is the value of work that should have beendone at a given point in time, it indicates thebudget and work targets at that point in time.

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To Endof

Glossary




PMG_B-C

Budget Variance.

As a project progresses it is important to monitorthe overall costs of the project in relation to the

original budget. These values are :

Business Coordinator.

The business coordinator is responsible for theplanning, monitoring and reporting of a variety of

administrative aspects of the project. The businessco-coordinator should act as the focal point foradministrative controls and is responsible for

seeing that quality control procedures arefollowed.

Business Case.

The business case details the justification forundertaking, and for continuing, a project. It isused to define the financial and other benefits

which the project is expected to deliver, and thecost, timescale and other constraints within which

the project is required to operate and againstwhich its performance will be evaluated..

ECAC - Estimated Cost at Completion

This is a revised prediction of how much theproject will cost (it takes into account the moneyspent so far and your current estimate of the total

resources required to complete the project).

BCAC - Budgeted Cost at Completion

This is the original budget for the whole project.

% Budget Variance

% Budget Variance = (BCAC - ECAC)/BCAC * 100

Chairman.

The chairman of a quality review should ensurethat the review process is properly organized in allthree of its phases; preparation, review and follow-up. He/she chairs the review, records the actions

noted by the reviewers and ensures that thedirection of the review does not stray from its main

aim - to detect errors.

Change Control.

The recommended change control framework isadministered via the project exception mechanism.Project exceptions enable anybody connected with

the project to raise any issue that is concerningthem with the confidence that this issue will be

analyzed via formal procedures. Project exceptionsshould be processed within the framework of a

formal configuration management scheme.

Change Request.

Change requests are a formal means of proposingmodification to the proposed end-product. Theyshould only be raised under the authority of the

project Manager as a result of analysis of a projectexception. Each change request should be

evaluated and a decision made whether to reject it,adopt it immediately or adopt it at a later date. Inthe latter case it is "held over" and may form partof a later enhancement to the product in question.

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PMG_C

Configuration Audit.

Configuration audits involve verifying that all ofthe required configuration items are, in fact, in the

stage of production indicated by the progressreporting information and that the current version

agrees with specified requirements. The auditsshould also ensure that the technical

documentation completely and accuratelydescribes the configuration items and that all

change requests have been resolved.

Configuration Control

Configuration control is the process of evaluating,approving and coordinating changes to

configuration items after formal establishment oftheir configuration identification description

record.

Configuration Identification.

The process of identifying and designating theconfiguration items in a project and recording their

characteristics. The method and scope ofidentifying configuration items should be designed

to address the requirements of each individualproject.

Configuration Item.

Configuration items can be formally defined as;"Any article that is indicated by any component ofa configuration that has a defined function and is

designated as requiring the controls ofconfiguration management." Configuration items

vary widely in complexity, size and type.

CIDR -Configuration Item Description Record .

The configuration item description record contains theinformation needed to identify and track a configuration

item through its development life cycle and correctlyposition it in the final deliverable. This record should

contain the following information :

1) Name2) Description

3) Life-cycle description4) List of parent items5) List of child items6) Staff responsible

7) Date responsibility started8) Source - e.g. in-house, externally supplied etc.

9) Current life-cycle phase10) Latest baseline identity

11) Product list - required for current step12) Change history - for any associated products

Configuration Administrator.

The configuration administrator is appointed toadminister the configuration management and

project exception procedures. They should controlthe receipt, storage and issue of the products

created during the life of the project. This role mayexist within the project team, or externally with

responsibility for the delivered end-product - ratherthan being concerned with the project itself.

Configuration Management.

Configuration management is the process ofidentifying and defining the configuration items

within the project environment and controlling therelease and change of those items throughout the

life cycle of the project. Configuration managementalso encompasses the recording and reporting of

the status of configuration items and changerequests, and verifying the completeness and

correctness of configuration items.

Configuration Management Plan.

The configuration management plan should detailthe configuration management procedures to be

used throughout the project. It should be producedas part of the project initiation document, for

approval by the project owner - at project initiation.

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PMG_C-D

Control Points.

Project controls should be applied as and whenrequired. The controls are divided between

management and product controls - the formerbeing collectively termed control points, i.e.

1) Project initiation2) Project reviews4) Project closure

5) Post implementation review

Critical Path.

The critical path is the sequence of activities, asdepicted on a PERT chart (activity network), thatshould take the longest time to complete. This

sequence of activities (and there may be more thanone such sequence on the network) will have zero

float associated with it. The critical path isprobably the single most important item ofinformation shown on a PERT chart and is

normally highlighted in some way - e.g. by using acontrasting color.

Dependency.

A dependency indicates a constraint on thesequence and timing of work within a project.Activities may be dependent on other project

activities (internal dependencies) or on resourcesor inputs from outside the project (external

dependencies).

Detailed Plan.

A detailed plan normally comprises twocomponents - a detailed technical plan and a

detailed resource plan. Detailed technical plans willexist on most larger projects. They are used to

give a detailed breakdown of certain majoractivities, e.g. product testing, and are produced as

and when required. A detailed resource plan willexist when it is considered necessary to plan andcontrol a particular major activity within a stage.The detailed resource plan sets out the costs and

resource usage, categorized by resource type,which correspond to a detailed technical plan..

Detailed Resource Plan.

A detailed resource plan should be created when itis considered necessary to plan and control a

particular major activity within a stage. Thedetailed resource plan sets out the costs and

resource usage, categorized by resource type,which correspond to a detailed technical plan.

Detailed Technical Plan

Detailed technical plans give a detailed breakdownof certain major activities, for example producttesting, and should be produced as and when

required.

Document Update Request.

A document update request (DUR) is used todocument any situation where the products being

developed will fail to meet their originalspecification in some respect.

A DUR is a formal document that is used to updatethe documentation to reflect the product as it now

is, rather than as it was in the existing designdocumentation.

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PMG_E-H

Earned Value Analysis.

Earned value analysis (EVA) is an approach whichcompares the value of the work done with the

value of the work that should have been done. Youdo not need to know how much has been spent -just the amount of work done and its value. EVA

overcomes many of the intrinsic delays associatedwith variance analysis - the major problem with

which is the amount of time it takes to accuratelyestablish actual costs.

End Project Report.

This report should be produced by the overallproject manager and tabled at the project closure

meeting. It is used to document the projectsperformance and the major issues that were raised.

To ensure that the experience of the project isrecorded for the benefit of others it is helpful to

hold a post-implementation review, typicallyaround six months after delivery of the projects

end-product.

Exception Memo.

An exception memo is a document that should beused to record situations which have resulted in a

significant deviation from the planned qualityreview activities. They may be raised by the sub-

project manager or project manager, or thechairman of a quality review.

Float.

Activity float is a measure of the flexibility of anactivity, indicating how many working days theactivity can be delayed or extended before it willeffect the completion date of the project - or any

shorter term milestone dates that are beingapplied. In addition to the float associated with aspecific activity, there are two other types of float

in network analysis:1) Total float - here the float is shared with all of theother activities in the arm. Therefore using the floatin one activity will reduce the float available for the

other activities.2) Free float - this is the amount of float that theactivity can use up without affecting the 'earliest

start' of any other activity. Only activities thatprecede a junction can have free float..

Gantt Chart.

Gantt charts, or Barcharts, are one of the mostwidely used project planning diagrams. The

horizontal axis is normally used to represent thecalendar time-scale in days and the activities arerepresented along the vertical axis. These charts

should clearly communicate the duration andscheduling of the various activities - each activitybeing represented by a horizontal line from the itsstart to its finish date. The length of this line will be

in proportion to the scheduled duration of theactivity.

Highlight Report

Highlight reports should be prepared by the projectmanager at intervals determined by the project

owner, often monthly or four-weekly. They can alsobe generated at any time if the project managerbecomes aware of an issue of sufficient urgency

that needs to be communicated to the projectowner. Highlight reports are also used to collate

and distil the information conveyed in the progressreports. They review progress to date and highlightany actual or potential problems which have been

identified during the period which they cover.

Histogram

Histograms are graphical representations of theamount of resources that will be needed over a

given period of time. They are a widely usedproject planning aid and are normally derived fromthe relevant Gantt chart. The only information thatmay be required in addition to the Gantt chart isthe type of specialist resource required for each

activity.

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PMG_I - L

Impact Analysis.

Impact analysis is the term given to the process ofassessing the ramifications of pursuing a

particular course of action - typically a change tothe existing project. Impact analysis can be carried

out quickly and easily under a configurationmanagement method which contains the following

features:1. A mapping from the requirements onto the

configuration items2. mapping from configuration items back onto the

requirements3. A structure showing the relationships betweenconfiguration items, so that no configuration itemis changed without checking for implications that

may effect its 'associates'.al plan.

Library.

A library is a set of configuration items - whetherthey comprise physical components, software ordocumentation. The project environment should

have only one library, containing references to allconfiguration items; if not the items themselves.

Each individual item within the library, i.e. allversions and all variants of all configuration items,

will have a unique identification. Where severalprojects are working on the same end-product,

they will share the library.

Implementation Strategy.

Projects that are delivering a sophisticated orwidely used end-product may well require animplementation strategy in order to detail the

introduction and initial use of the end-product.Examples would include projects aimed at

introducing new technology or at widening itsapplication - for example the introduction of a newcomputerized accounts system. Other examplesinclude business re-engineering projects and thedelivery of large products that have a technical

bias.

Individual Work Plan.

The individual work plan is the lowest level oftechnical plan which defines the tasks and

responsibilities of an individual team member. It isderived from a project technical plan, a sub-project

technical plan or a detailed technical plan -depending on the size and scope of the project.Individual work plans should be created by team

leaders in conjunction with the appropriate projectmanager.

Informal Review.

Although the main application of quality reviews isfor the formal review of an evolving, or complete,

product; it is also possible to use a subset of theseprocedures in order to conduct an informal review.Informal reviews should be designed specifically to

address the needs of the product(s) in question -but typically the usual sequence of events

consisting of preparation, review and follow-upmay be concatenated - as may the staff involved in

the process.

Life Cycle.

Projects are temporary structures set up with thespecific aim of delivering an identifiable end-product. All projects will therefore have an

identifiable life cycle, thecharacteristics of which will vary according to the

size and complexity of the project. A typical lifecycle will run from the formal initiation of a project

through to a post implementation review of thedelivered end-product. This is an important point -

that most project life cycles extend beyond theformal project closure and hand over of the

specified end-product.

Line Manager.

Line managers are those staff who occupypermanent managerial positions within the

organizational structure. The term is used to referto all levels of organizational

management but does not include projectmanagement staff - who operate in a fluid

environment (projects by their nature beingtemporary structures). Departmental managers,heads of department etc. are all job descriptions

that fall within the general umbrella of linemanagement.

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PMG_M - P

Matrix Management.

A descriptive term for the managementenvironment where projects cut across

organizational boundaries and involve staff whoare required to report to their own line

manager as well as to project management staff. Inthis environment, staff are required to report tomore than one manager - hence the term matrix

management.Marketing/User coordinator. The marketing, or

user, coordinator is responsible for the planning,monitoring and reporting on all marketing, or user,related aspects of the project. This role essentiallyinvolves representing the marketing department or

the users at all times.

Plans.

The plans used should be tailored to match therequirements of each individual project. A flexible

framework of plans is proposed, along with anexplanation of their use in a variety of project

scenarios. Planning is an essential process but onethat is frequently under- valued or viewed as 'anunproductive use of resources'. However whilst

highlighting the need for effective planning itshould be realized that the rigorous adherence to acomprehensive set of plans is not always the ideal

solution for each and every project.

Post Implementation Review.

A post implementation review should be viewed asan integral part of the management and control ofthe end-product, carried out typically some 6 to 12months after the end-product has been delivered.Its purpose is twofold: to check that the deliveryhas met the project objectives; and to check that

the delivered product is meeting user needs.

Presenter.

A presenter at a quality review is usually the authorof the item under review. During the preparationfor, and during, the quality review he/she should

ensure that the other review attendees (thechairman and a number of reviewers) have all theinformation they require in order to carry out the

review effectively.

Product.

The concept of products is very useful as itfacilitates efficient planning, activity identificationand resource allocation. The overall deliverable of

the project is termed the end-product. Productscan be identified as any tangible output, either

produced by, or for, a project. Virtually anythingcan be identified as a product - for the purposes of

facilitating their planning and production. Aproduct may be a physical component, an item of

software, an intellectual creation, documentation oreven a discrete group of tasks or activities (whenthe planners are desperate). A product may itself

be a collection of other products - therefore givingrise to a product breakdown structure (PBS) and

associated product specification diagrams.

Product Description.

The product description describes the purpose,form and components of each product and lists the

quality criteria which apply to it. Each product inthe product breakdown structure is associated witha product description; the component products ofa complex product may be described in separateproduct descriptions, producing a hierarchy of

product descriptions for the product.

Product Design.

The product description describes the purpose,form and components of each product and lists the

quality criteria which apply to it. These, inassociation with the information contained in theproduct breakdown structure and product flow

diagram will constitute the product designdocumentation. Each product in the product

breakdown structure is associated with a productdescription. The component products of a complex

product may be described in separate productdescriptions, giving rise to a hierarchy of product

descriptions for the product.

Product Flow Diagram.

The product flow diagram shows how the productsare produced by identifying their derivation andthe dependencies between them. Inputs to theproduction of product flow diagrams includeproduct breakdown structures and product

descriptions. The product flow diagrams are onetype of product specification diagrams. PMG_

P - Pc




PMG_P - Pc

Progress Meeting.

This is a regular management control point.Progress meetings should be conducted on behalf

of the sub-project manager or project manager.They bring together the project team members and

provide the basic information used to measureactual achievement against plans. Ideally theyshould be run in an open manner, encouraging

contributions from all members of the team.

Progress Report.

Each project should hold regular progressmeetings as prescribed by the project owner -

when specifying the controls framework they wishto see. Following each progress meeting the sub-

project manager (with help from the projectcoordinators) should prepare a progress report

and forward this to the project manager.

Project

There are numerous definitions of what constitutesa 'project', many of which fail to define the term

clearly and concisely. We suggest the following :“A project is a human activity that aims to achievea clearly defined objective against time, cost and

other constraints.”Projects should be characterized by :

1. A life cycle, defined by start and end dates.2. A clearly defined objective.

3. A budget that is approved and forthcoming.4. A team of suitably qualified people.

Projects should aim to :1. Deliver the specified end-product(s).

2. Meet the specified quality goals.3. Stay within budgetary limits.

4. Deliver on time.Projects are unique, no matter how similar a

previous project may have been - each project willbe different in some respect. If this is not the case

then the work being undertaken is not really aproject.

Project Brief.

The project brief is a document initially providedby senior management, which is subsequentlyrefined by the project owner into the terms of

reference for the project. Both of thesecomponents should form part of the project

initiation document.

Project Closure.

Project closure, signifying the formal end of theproject, requires approval by the project owner.

This is normally given at the project closuremeeting control point. These activities should beled by the project owner and a formal mechanismfor project closure, including a structured project

closure meeting is advisable for all projects ofsignificant size.

Project Closure Meeting.

The project closure meeting is concerned withreviewing the project, particularly with regard to

ensuring the completeness of all projectdeliverables. The agenda should be based upon :

1. Review the end project report2. Review all other information presented by the

project manager3. Ensure that all acceptance letters are signed

4. Verify hand-over of all maintenance documents5. Verify hand-over of QA and training materials to

the relevant staff6. Schedule a subsequent meeting if any items

remain unresolved7. Inform the project sponsor and/or senior

management of the outcome8. Distribute minutes of the meeting, if appropriate.

Project Boundary.

A project does not normally exist in isolation.There are various relationships and areas of

common interests with other projects, or otheractivities in the same department, organization, or

even externally. The project boundary musttherefore be defined in a way which makes it clearhow related projects interact, and where the output

from one project forms the input to anotherproject, or related area of work.

Project Coordinators

Project coordinators can be used to providesupport in the planning and control of the project,in the application of standards, quality assuranceand user/client liaison. They are usually full time

members of the project office and bring continuityto each project they are involved with, by being

familiar with its work from beginning to end.Project coordinators may be involved in more than

one project at any given time. Four coordinatorroles are described in Project Team, and their

appointment may shadow the roles appointed tothe Project Executive:

1. Business Coordinator.2. Technical Coordinator.3. Marketing Coordinator.

4. User Coordinator.

PMG_Pd - Pm




PMG_Pd - Pm Project Exception

A project exception is any concern that has beenformally raised by any member of the project team.It may address a potential technical problem, such

as errors and failures, or identify ideas forimprovements. Alternatively it may address a

management issue, perhaps related to budgets,plans, schedules or skill shortages. The raising of

a project exception report should start a formalprocess to ensure that it is analyzed and resolved.This process is called change control and should

be administered within the context of theconfiguration management method adopted.

Project Exception Report.

A project exception report enables any member ofthe project team to raise any concern, in the

knowledge that it will be considered and evaluatedvia a formal mechanism. This mechanism is calledchange control and should be administered within

the context of the configuration managementmethod adopted. The original concern can relate to

any aspect of the project - it may address apotential technical problem, such as errors and

failures, or identify ideas for improvements.Alternatively it may address a management issue,perhaps related to budgets, plans, schedules or

skill shortages.

Project Owner.

The project owner is the senior management body(and this can be one individual) that is deemed tohave ownership of a project. Its members should

be appointed by the 'project sponsor' and beresponsible for approving plans, committing

resources and assessing the continuing viability ofthe project. The project owner is not normally

responsible for the hands-on management of theproject but should appoint staff to manage the

project on their behalf and should avoid becomingentangled in day-to-day management decisions.

Project Initiation.

Certain management activities are required atproject initiation to ensure that the project is

established with clear 'terms of reference' and anadequate management

structure. These activities should be led by theproject owner and a formal mechanism for projectinitiation, including a structured project initiation

meeting is strongly advised for all projects ofsignificant size.

Project Initiation Document.

The project initiation document (PID) should formthe basis for gaining formal approval for the

project - from the project owner at projectinitiation. It defines the 'terms of reference' for theproject, based on the initial 'project brief' providedby senior management. In a typical project the PID

should have the following components :* Business case

* Project boundary* Business needs

* Information needs* Organization and responsibility definitions

* Project plans* Terms of reference

* Configuration management plan (inc. changecontrol)

* Quality policy

Project Initiation Meeting

The project initiation meeting is normally the finalstage in the project initiation process. It should beconvened by the senior business member of the

project owner in order to formally initiate theproject.

Project Manager.

The project manager is appointed, by the projectowner, to assume overall responsibility for the

project throughout its life cycle. The projectmanager is responsible for : Planning at the projectand sub-project level, exercising control (on a day-

to-day basis), ensuring product delivery andexerting people management and motivation. On

large or complex projects the project manager maybe supported by sub-project managers, who are

responsible for discrete sub-divisions (called sub-projects) of the overall project. Depending on theresources required and/or the skills available, the

project owner may choose to appoint:1. One project manager, supported by a sub-

project manager for each sub-project;2. One project manager who assumes the role of

sub-project manager throughout;3. A succession of sub-project managers, eachassuming the role of project manager for the

duration of the sub-project.

PMG_Po - Pz




PMG_Po - Pz Project Office.

The most common project managementenvironment combines full time project staff withdepartmental staff who are used on an as neededbasis. Full time project staff who are permanently(and long term) involved in project related work,are often collectively referred to as the project

office and their purpose is to support the projectmanager in carrying out his duties. Typically the

project office supplies a variety of key projectspecialists - e.g. planners and coordinators, to any

number of projects that may be being run withinthe organization. The project office usually

includes a variety of staff with expertise in one ormore specialist project areas e.g. planning and the

application of organizational standards.

Project Office Manager.

Where the project office contains a significantnumber of people a project office manager may beappointed - to ensure the optimum utilization of its

resources. Where this is the case the projectmanagers will normally communicate directly with

this individual in order to secure project officeresources for their projects.

Project Plan.

A project plan will normally consist of a projecttechnical plan and a project resource plan. The

project technical plan is produced at the beginningof the project and shows the products required andthe corresponding schedule of major activities that

will occur throughout the project. It is a top-levelplan produced in conjunction with a project

resource plan. The project resource plan is a top-level management resource plan produced at the

beginning of the project. It addresses all of theactivities necessary in the production of all

products - categorized by resource type, which fallwithin the project boundary. Both the project

resource plan and project technical plan are usedto monitor progress on the project as a whole. The

project technical plan should also addressstrategic issues related to quality control and

configuration management.

Project Resource Plan.

The project resource plan should show thebreakdown of the major resource types the projectwill utilize. Once approved by the project owner the

project resource plan becomes the top levelbusiness plan for the project. If the project hasbeen divided into sub-projects then this plan

should reflect the content of all the sub-projectresource plans.

Project Review

Project review meetings should be staged tomonitor the actual progress against the baselined

plans and to review any current or potentialproblems. The aim of these meetings is to gatherinformation from project team members and allowthem to hear what others involved in the project

are doing. These meetings are usually held atregular intervals, for example weekly or fortnightly.

Project reviews are primarily a project managerstool for monitoring progress at a practical level.

They also consider current and potential problemsand can be used to consider corrective action,

where appropriate

Project Sponsor

The body responsible for the origination andfunding of the project. In the context of critical

projects in large organizations the project sponsorwould normally be the board of directors; less

significant projects may be sponsored at variouslower levels. The project sponsor may also be a

body that exists outside of the organization that iscarrying out the work of the project - in which case

it is normally referred to as the 'client'.

Project Team.

All of the staff working on project related tasks should beregarded as members of the project team. On large scale projects

more than one team may be set up - to reflect discrete sub-divisions of the project; whilst smaller projects are likely to be

serviced by a single team. Because any project team may consistof a mixture of full-time and part-time staff the definition of

precisely who is in the 'team' at any given time, e.g. for reportingpurposes, may not be clear cut.

Projects may be run on the basis of a single project team,alternatively a number of separate teams may be created - forexample to reflect the division of the project into sub-projects.

The team organization, responsibility definitions and theallocation of these responsibilities to individuals will depend uponthe size and nature of the project and the skill mix available. Task

leaders should be appointed, usually by identifying suitablyqualified personnel in the project teams.

Project Technical Plan.

The project technical plan shows the productsrequired and a corresponding breakdown of the

relationships between the major activities requiredby the project. Once approved by the project

owner the project technical plan becomes the toplevel production schedule for the major productsrequired throughout the project. If the project has

been divided into sub-projects then this planshould reflect the content of all the sub-project

technical plans.PMG_Q -R




PMG_Q -R Quality Assurance.

Quality assurance is concerned with how quality isachieved and assured through the specification of

cost-effective quality control procedures, andthrough external

inspections and audits of the quality controlsystem.

Quality Control.

Quality control is the process of ensuring that therequired qualities are built into a product

throughout its development. Quality controlinvolves the examination and checking of products

produced by the project. It is facilitated via thequality review, the various control mechanisms put

in place (e.g. progress meetings and reports,highlight reports, change control and configurationmanagement mechanisms etc.) and by the testing

of the products against pre-determined acceptancecriteria.

Quality Criteria

Quality criteria, or acceptance criteria, are thosecharacteristics of a product against which it can be

objectively measured in order to determinewhether it meets the

specified requirements. These criteria thereforedefine 'quality' in the context of that product and

should be specified, in subjective and measurableterms, in the appropriate product description.

Quality Policy

Quality policy, where it is applied, is thedocumented standard for the application of quality

assurance and quality control procedures to therunning of projects within an organization. Quality

assurance is concerned with how quality isachieved and assured through the specification of

cost-effective quality control procedures, andthrough external inspections and audits of the

quality control system.

Quality Review

The quality review is a means whereby a product(or group of related products) is checked against

an agreed set of quality criteria (or acceptancecriteria). Those criteria will be defined for everytype of product and will be supplemented withother documents as appropriate. The review

should be conducted by a chairman, a presenterand a number of reviewers. Where only a subset of

the complete review process is required, aninformal review may be carried out.

Release.

A release consists of a specified set of productsfrom one or more baselined configuration items,which are issued as a set for a specified purpose.All recipients of the release should be informed, orconsulted, before approval of any change to anyconstituent configuration items. Releases should

be authorized by the project or sub-projectmanager.

Remedial Plan.

Remedial plans may be produced in situationswhere costs or timescales have already beenexceeded, or are anticipated to exceed, the

tolerance limits. If this is the case and no easiercourse of action can be undertaken to resolve thesituation then a remedial plan may be appropriate.

It is used to detail the work considerednecessary to bring the project back in line and

effectively replaces the existing sub-project plan.

Resource Plan.

Resource plans are used to identify the type, sizeand allocation of the various resources required

during the project. There are three levels ofresource plans :

1) Project resource plan2) Sub-project resource plan

3) Detailed resource plan

Requirements Specification.

The requirements specification details the userrequirements including any constraints and

possible future enhancements. The requirementsspecification should be written at a level of detailthat enables appropriate solutions to be identified

and formally proposed.

Resource Planning

Resource planning involvesthe assignment of resources

to each project activity inorder to optimize efficiencyand effectiveness. This mayinclude scheduling activities

so as to minimize fluctuationsin day-to-day resource

requirements.

Reviewer.

A number of reviewers may attend a quality review.They are responsible for checking that the productunder review is complete and fault, or error, free.

Quality reviews should be undertaken against pre-determined quality criteria - as detailed in the

relevant product descriptions.

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PMG_S - Su

Senior Business Role

The senior business role is one of the threerepresentatives of the project owner - the seniormanagement body deemed to have ownership of

the project. The seniorbusiness role should chair project owner meetingsand provide direction to the other members of the

project owner, this responsibility reflecting theimportance of the

business interest. The senior business role shouldalso take personal responsibility for ensuring thatthe project is delivered on time and within budget

Senior Marketing/User Role.

The senior marketing (or senior user) role is one ofthe three representatives of the project owner - the

senior management body deemed to haveownership of the project. The main responsibilityof the senior marketing role is to ensure that theproject delivers the needs of the marketplace andto monitor progress against these requirements. Ifthe project is going to deliver an end-product for

use within the organization, then the seniormarketing member should be replaced by a senioruser member within the project owner body. Thesenior users prime responsibility should be to

ensure that the users interests are represented atall times, at project owner level.

Senior Technical Role

The senior technical role is one of the threerepresentatives of the project owner - the seniormanagement body deemed to have ownership of

the project. The mainresponsibility of the senior technical role is torepresent the interests of the development andoperations departments at project owner level;

their other duties include ensuring that thetechnical activities are properly resourced.

Stage.

Larger projects may be divided into a number ofstages; each stage forming a distinct unit for

management review purposes. The main reason fordividing a project into stages is to facilitate

detailed periodic reviews of the projects progress.The dividing up of a project into stages can be a

complex process that benefits from the applicationof past experience. Generally speaking stagesshould reflect the completion of defined sets of

products.

Sub-Project.

Large or complex projects may be broken downinto one or more discrete sub-divisions. These

sub-divisions can be identified as sub-projects forthe purpose of management control, technical

expediency, or both. It is normal to divide projectson the basis of major identifiable deliverables -such as major products, or groups of products;

however the division can be based on anyappropriate criteria.

Submission.

Formal procedures should be in place controllingthe issue and submission of all configuration items(CI's) - those relating to administrative CI's as well

as those pertaining to the evolving products.Configuration items are originally created at the

time of their identification and then issued toappropriate staff in order that the necessary workcan commence. Only when the author of a new orrevised product or document is satisfied that it is

complete and ready for review should it be re-submitted to the configuration librarian. The

configuration librarian should receive and issuecopies of all such documentation, in accordancewith the formal procedures devised, and updatethe appropriate configuration item description

record - in particular to reflect its currentcirculation. Without careful control over the issue

and submission of configuration items theconfiguration management process can collapse.

Submission Request Form.

When a new or revised product or document iscomplete and ready for review, it should be

submitted to the configuration librarianaccompanied by a submission request form,

detailing the following :1) The identity of the document, and version

number2) The date of submission

3) The configuration item (CI) to which it relates4) Step and stage number in the CI's life cycle

5) The name of the person submitting it6) A list of the reviewers - each will need a copy

Sub-Project Manager.

The sub-project manager is appointed, by theproject owner, in consultation with the project

manager, to assume day-to-day management ofone or more discrete

sub-divisions of the project (the sub-projects). Theresponsibilities of this role are similar to those of

the project manager but are restricted to theboundaries of the clearly defined sub-project. Thesub-project manager should report directly to the

overall project manager.

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PMG_Su - T Sub-Project Plan.

The sub-project plan normally consists of a sub-project technical plan and a sub-project resourceplan. A sub-project technical plan is required foreach sub-project. It shows all technical products,

activities and quality controls in that sub-project. Asub-project resource plan contains details of all the

required resources for any one particular sub-project. A sub-project resource plan is produced

initially - as the budget for the sub-project ispresented to the project owner for approval priorto the formal commencement of the sub-project.

Sub-Project Resource Plan.

The sub-project resource plan contains details ofall the required resources for any one particularsub-project. It is produced initially as the budget

for the sub-project is presented to the projectowner for approval prior to the formal

commencement of the sub-project. After approvalthis plan is used by the sub-project manager toreport actual financial expenditure and resource

usage against that planned.

Sub-Project Technical Plan.

A sub-project technical plan is normally requiredfor each sub-project of a project. It represents all of

the technical products, activities and qualitycontrols within the scope of the sub-project. The

sub-project technical plan is produced inconjunction with a sub-project resource plan. The

plans for the first stage sub-projects should beprepared and submitted at project initiation.

Task Leader.

The task leader fulfils a role in the projectorganization similar to that of a first line supervisor

and will usually be expected to take on theresponsibility for delivering discrete areas of work.

Task leaders should be appointed, usually byidentifying suitably qualified personnel in the

project teams.

Technical Coordinator.

The technical coordinator is responsible for theplanning, monitoring and reporting on all technicalaspects of the project. The technical coordinator is

also responsible for ensuring that theorganizational technical standards are applied

correctly and that products meet their technicalquality criteria.

Technical Plan

Technical plans are used to define the sequenceand timing of activities, together with

responsibilities assigned forproducing various parts of the overall product.Technical plans are derived from the product

breakdown structure, the product flow diagram(PFD) and the PERT chart (which is itself based on

the transformations identified from the PFD).There are four levels of technical plan :

1. Project technical plan2. Sub-project technical plans

3. Detailed technical plans4. Individual work plans

Terms of Reference.

A definition of the objectives for a project,including any relevant background information.

Tolerance

The permitted limits - as set by senior managementor the project sponsor, in terms of the cost andtimescale of the overall project. Tolerance mayalso be set by the project owner in terms of thecost and timescale of either a project or a sub-

project. These limits may not be exceeded withoutreference to the appropriate body (the project

owner, senior management or the project sponsor -in the case of externally funded projects).

User Co-coordinator

The role responsible for monitoring, advising andreporting on all user aspects of the project.

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Variance.

Variance quantifies the difference between thecosts detailed in the plans and the actual costs

incurred at any point intime. It can be used to quantify the difference

between the planned costs and the current costsincurred, at whatever level is required - for example

for the project as a whole, for a sub-project, agroup of related tasks or for individual tasks. In

order to calculate variance, up to date and accurateinformation is essential - this is the main difficulty

preventing the practical application of thisstraightforward technique.

Version.

A configuration item may have a number ofversions relating to the continuing development of

that configuration item.In the first instance, a configuration item should be

created and documented by the configurationlibrarian (the first

version). The configuration item may then undergoa number of modifications as it is tested and errors

corrected, or as changesare requested

Work Breakdown Structure

The work breakdown structure is a product-oriented subdivision of all of the resources,

including hardware, services and data that arerequired to deliver the required

end-product. The projects end-product appears atthe top of the work breakdown structure, with the

products that are required representedhierarchically beneath it. The work breakdownstructure can be split into a series of diagrams,

representing discrete sub-divisions; such asproduct groupings or all of the products relating to

specific sub-projects.

PMDefn.

ToIntroduction

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Glossary




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