INNHOLDSFORTEGNELSE

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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

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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

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7. 2 Tasks Tools and Techniques keeps the
Project on Course
Complex
Uncertain

• 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.

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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

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PERT/ CPM in groups

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

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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

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7. 5 Tasks Achieving Results

• Principles for Success as a Project Manager
• Be conscious of what you are doing dont 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 dont 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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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

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9- Termination and Sustainability

• When project end, the project managers
  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)