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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

How to keep 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.

LH

HL

Complex

Uncertain

3

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

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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)

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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

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