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Report
How Much Planning and Control is Enough
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Project Costs = Production + Administrative
Costs
 Project complexity
 Project Size
 Level of Uncertainty
 Organizational Requirements
 User-Friendliness of the Planning and
Control Tools
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How to keep the Project on Course?
Complex
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Reactive or proactive management
The Project plan - three-dimensional:
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HL
Time, Money & Resources (human and material)
Good planning means phased planning or rolling wave approach
Planning and Uncertainty: terra incognita
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LH
Uncertain
Uncertainty is different from complexity (figure: high complexity, low
uncertainty. Low complexity, High uncertainty - 166).
Project Controls
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There will be variances between actual realisations and the plan.
Are the variances (un)acceptable and according to which criteria?
Management by exceptions. Management reserve.
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Planning and Control Tools: The Schedule
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Work-Breakdown Structure (WBS, 172)
Gantt Chart visualizes tasks taken from WBS
PERT/CPM Schedule Network: Program Evaluation and
Review Technique (PERT). Critical Path Method (CPM)
 Building a PERT/CPM Network
 The Critical Path: longest time to complete
 Non-critical Tasks and Slack Time
 Earliest and Latest Start Time
 Configuration of PERT/CPM: the more people, the more
parallel activities
Resource Matrix: primary & secondary responsibility
Project Management Software
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Achieving Results
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Principles for Success as a Project Manager
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Be conscious of what you are doing; don’t be an accidental manager
Invest heavily in the front-end spadework; get it right the first time
Anticipate the problems that will inevitable arise
Go beneath surface illusions; dig deeply to find the real situation
Be as flexible as possible; don’t get sucked into unnecessary rigidity and
formality.
Areas of project Management
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Scope management. Time management. Cost management. Human
resource management. Risk management. Quality management. Contract
management. Communication management (Guide to the Project
Management Body of Knowledge, Upper Darby, Pennsylvania 19082)
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Project Evaluation
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Variety of evaluations throughout the life of a project
Differences between Evaluation and Control:
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Control continual project progress. Evaluation periodical
to determine the status of project. vs goals
Control focuses on details. Evaluation the big picture
Control is the responsibility of project manager. Evaluation
is carried out by individual or group NOT directly related to
the project.
SPAR MED OPPRETT
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