MARCH 1 Project Management Problem statement l no hurdles, no problem just a goal l open-ended … no single correct answer l closed-ended … single answer l write the problem then consider other angles ‘What is the best way to get to Australia?’ ‘How can we build a ship to get to Australia?’

MARCH 2 Project Management Mission statement … formal approach Need to assess: l internal and external environment l stakeholders l identify the customers è reduce to 2 or 3 key customers è what do they want? l success criteria l consider critical future events l prepare the Mission Statement

MARCH 3 Project Management Customer analysis l don’t assume needs l challenge requirements l quality issues è performance è materials è dimensions and tolerances è technical limitations l cost and time limitations l record the methodology used

MARCH 4 Project Management Exit criteria l criteria to assess è if a phase of work is complete e.g. reports completed and filed e.g. boiler tested and release certificate issued è if it has been successful e.g. 95% of units light (spec > 92%) e.g. 70% of calculators worked (spec > 95%) è will you proceed to the next phase may need to modify the plan may kill the project

MARCH 5 Project Management Work breakdown structure è identify tasks è assign durations è allocate responsibilities è allocate costs è produce schedule

MARCH 6 Project Management Milestones … deliverables l need to accurately define l may need interim deliverables l e.g. documentation, R&D results, prototypes, designs and models

MARCH 7 Project Management Initial estimation … high level plan (second review) è assumptions and constraints are considered è the block diagram is adjusted è what next?

MARCH 8 Project Management Detailed planning … dependencies l PERT chart … Programme Evaluation and Review Technique l slack (float) … corresponds to the amount of delay before another task or the end of the project is delayed Note: Float is shared. If available it will be used. Limited supply of float. Work always expands to take the available time … Parkinson’s Law l critical path … these tasks have no slack. Movement will force a change to the project end date Focus on the critical path

MARCH 9 Project Management Controlling projects … cost … overspend l fixed budget, costs must be cut l reduce resource … personnel, equipment, facilities l balance of external vs internal … cost l remove business resource l finance department … discuss situation for options l review all areas for ‘fat’ in the system l reduce the scope

MARCH 10 Project Management Controlling projects … cost … cash flow Time Total payment 0 100% Underspend (£40,000) Theoretical spend at 6 months e.g. £100,000 Actual spend at 6 months e.g. £60,000 Earlier time (5 months) at which £60,000 was expected to have been spent 6 months Theoretical Actual In use repairs Measure of delay in project, unless expenditure is less than expected