7.1 Tasks … How Much Planning and Control is Enough Project Costs = Production + Administrative Costs Project complexity Project Size Level of Uncertainty Organizational Requirements User-Friendliness of the Planning and Control Tools

7. 2 Tasks … Tools and Techniques keeps the Project on Course Complex Reactive or proactive management The Project plan - three-dimensional: Time, Money & Resources (human and material) Good planning means phased planning or rolling wave approach Planning and Uncertainty: terra incognita Uncertainty is different from complexity (figure: high complexity, low uncertainty. Low complexity, High uncertainty – p.166). Project Controls There will be variances between actual realisations and the plan. Are the variances (un)acceptable and according to which criteria? Management by exceptions. Management by reserves. LH HL Uncertain

7. 3 Tasks … Planning and Control Tools: The Schedule Work-Breakdown Structure (WBS, p. 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

PERT/ CPM: in groups PERT/CPM Schedule Network: Program Evaluation and Review Technique (PERT). Critical Path Method (CPM)

7. 5 Tasks … Achieving Results Principles for Success as a Project Manager Be conscious of what you are doing; don’t be an accidental manager Invest heavily in the front-end spadework; get it right the first time Anticipate the problems that will inevitably arise Go beneath surface illusions; dig deeply to find the real situation Be as flexible as possible; don’t get sucked into unnecessary rigidity and formality. Areas of project Management Scope management. Time management. Cost management. Human resource management. Risk management. Quality management. Contract management. Communication management (Guide to the Project Management Body of Knowledge, Upper Darby, Pennsylvania 19082) Frame, J. Davidson. Managing projects in organizations: how to make the best use of Time, Techniques, and People. San Francisco, Calif: Jossey-Bass, c1995

8. Project Evaluation Variety of evaluations throughout the life of a project Differences between Evaluation and Control: 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 [Engelsk]

9- Termination and Sustainability When project end, the project manager’s responsibilities continue: equipment, staff, deliverables, final reports etc. Project maintenance: is a separate and distinct undertaking from the initial project The fastest growing area of project management lies in the information area (T i SPAR MED OPPRETT)