Operation Collaboration: Presentation SpeechPlanningWe used project management methods to plan, execute, monitor and control andclose our project.However, the project progressively elaborated throughout the lifecycle.Once we had defined our scope we designed a Work Breakdown Structuredefining all the activities that needed to be done to meet our project deliverables,this helped to ensure nothing was omitted and enabled us to assign tasks toappropriate roles for responsibility.Applying this information to a Gantt Chart was the most useful tool we used. Welearned how to sequence events so that tasks could overlap; we had a visualrepresentation of milestones and dependencies between tasks.As we learned about the importance of having slack on certain tasks we furtherdeveloped our Gantt chart to include these, for example: we were unsure how long itwould take to get feedback from the department on our queries and proposals wegave, we gave a total of 7 days slack to accommodate these milestone tasks.There was also an element of slippage on many tasks due to understanding andapplying the theories as we went along, so we allowed for a certain amount ofslack on the remainder of many tasks.With this adjusted information we estimated our total project lifecycle as 45 days.If we were doing it again this type of slack would be almost completely removed,making the lifecycle a lot shorter.The Critical Path Method we used was activity on node, where the nodesrepresent events and the arrows represent precedence.We had some time slippage in designing the critical path as we all struggled tounderstand the concept and use new technology, so this chart was developed acouple of times, however, designing the Critical Path its self was not on the criticalpath so it did not affect the progression of the project!!
BudgetingWe managed our budget by initially assigning a treasurer to keep track of all projectcosts, company quotes and financial information from our stakeholder. As we builtrelationships with companies our proposal costs were reducing, so we reportedthese changes to the treasurer.In the initial phase of the project we used a top down approach for our proposal,based on the amount people were willing to pay, but as we developed our WorkBreakdown Structure we realised that a bottom up approach would be moreaccurate.In future we would use a ‘work element costing’ method to calculate the cost ofmanpower and machinery to run this project which we took for granted on thisoccasion because many resources were voluntary or provided by the college.Here is the budget breakdown for managing our project which was spent in total withan over run of 3 euro for.And this is the cost breakdown that is included in our proposal. We finalised thecosts at 70 euro per student which is in keeping with what are survey results wecollected...Alan is now going to explain them to you....
Monitoring and controllingThere was an element of monitoring and controlling throughout our project lifecycle.Our main points to monitor were • Project performance • Budget • TimeChangeChange is inevitable in a project, we planned to manage change by evaluating thecost and benefits of each change as a group and if agreed by the Project Managerthen integrating them into the appropriate documentation and communicating withstakeholders.Communication at team meetings and via email was used to control performancebudget and time line changes. We planned to manage problems by applying a rootcause analysis then brainstorming to produce solutions. Corrective action was takento update changes to the WBS, Gantt chart and budget.Routine reports were made at meetings to note progression and changes, thesewere made available to our stakeholders, namely our sponsor to review and givefeedback.We also used the milestone feedback data from our sponsor to control the projectperformance.Slippage occurred during our initiating stage when we were defining our scopewhich was preventing us to begin our planning phase; this phase was managed byusing our change management system and keeping our stakeholders informed, sowe were back on track after a week’s delay.ClosingWe closed our project when we met our scope and handed over the team buildingexcursion proposal to the School of Business.Our final milestone was presenting our overall project performance here today.Earlier this week we had a group review using a ‘post control’ project controlprocess to document our lessons learned that will be beneficial for us in futureprojects.We measured our project success by feedback we got from the School of businesson our proposals and from our project sponsor on how we managed the project.Feedback from other stakeholders during execution was used to measure oursuccess along the way.
Things done differently:If we were doing this project again we would be able to apply all the ProjectManagement methodology and terminology that we have learned. The time, budgetand resource estimation technique we have grasped would enable us to be moreaccurate in the initiation of future projects.We have learned the importance of teamwork, cooperation, coordination, problemsolving and meeting deadlines which has given us the skills to be more efficient infuture project work.If we had developed the WBS at an earlier stage We would have had a groupmeeting to examine how much resources were available and ensure the appropriatenumber and type of tasks were assigned to each role.Identifying tasks on the critical path at an earlier date could have decreased theoverall number of days of the project by managing changes in certain tasks withappropriate priority using trade-offs.There was not a huge amount of slippage in our project lifecycle, but that is becausewe overestimated on time and budget on many tasks, if we were doing this projectagain we would not be allowing so much slack for learning as we were executingtherefore managing slippage and using trade-offs is an element we will be mostaware of in future projects.