1. 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

2. 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

3. 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

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

5. 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

6. 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]

7. 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)