1. 1 INNHOLDSFORTEGNELSE… 0-What is a Project? 1- organisational environment & projects 2- project localization & identification 3. organizational policy & projects ______________II__________________ 4- project management 5- project staff & teams 6- empowerment & team identity ______________III__________________ 7- tasks & activites 8- project evaluation 9- termination & sustainability 10-key lessons to learn

2. 2 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

3. 3 7. 2 Tasks … Tools and Techniques keeps the Project on Course 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 - 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 reserve. LHLH HLHL Complex Uncertain

4. 4 7. 3 Tasks … Planning and Control Tools: The Schedule 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

5. PERT/ CPM: in groups PERT/CPM Schedule Network: Program Evaluation and Review Technique (PERT). Critical Path Method (CPM) 5

6. 6 7. 4 Tasks … Managing Special Problems in Complex Projects The Need for formality in Planning and Controlling The Earned-Value Technique: does numerically what graphical approach does through charts. –Budgeting cost of work scheduled (BCWS) –Actual cost of work performed (ACWP) –Budgeted cost of work performed (BCWP) –Budget variance = BCWP minus ACWP –Schedule variance = BCWP minus BCWS

7. 7 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 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 –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)

8. 8 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 OPP R E TT

9. 9 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 )