Project Management Robert Foster

Project Management “ A unique set of co-ordinated activities a definite starting point and finishing points, undertaken by an individual or organisation to meet specific objectives within defined schedule, cost and performance parameters .” APM Body of Knowledge www.redochre.org.uk

The most basic principle of project management Balancing project parameters to achieve project objectives www.redochre.org.uk

Balancing project parameters to achieve project objectives

Project Life-Cycle www.redochre.org.uk

Roles and Responsibilities Roles and responsibilities Client /sponsor Project Manager Team Members Project Team See RAM Handout in Appendix www.redochre.org.uk

Roles and responsibilities

Client /sponsor

Project Manager

Team Members

Project Team

See RAM Handout in Appendix

Work Breakdown Structure www.redochre.org.uk

Gantt Charts www.redochre.org.uk Do not always show dependencies Simple and easily understood by lay people Limited detail Can be used for variance reporting (against baseline)

Do not always show dependencies

Simple and easily understood by lay people

Limited detail

Can be used for variance reporting (against baseline)

Resource Allocation / Time-limited scheduling / smoothing www.redochre.org.uk End-date is fixed Schedule activities to avoid peak usage

End-date is fixed

Schedule activities to avoid peak usage

Resource-limited scheduling/levelling www.redochre.org.uk Schedule work so resource levels are never exceeded Calculate activity and duration based on unlimited resources Use leveling rules to keep within resource levels Use challenge rules to review

Schedule work so resource levels are never exceeded

Calculate activity and duration based on unlimited resources

Use leveling rules to keep within resource levels

Use challenge rules to review

Estimates and budgeting 1 www.redochre.org.uk Propose +/- 50% Opportunity Budgetary +/- 20% Opportunity Sanction +/- 10% Go-No Go Control +/- 5% Implementation

Propose +/- 50% Opportunity

Budgetary +/- 20% Opportunity

Sanction +/- 10% Go-No Go

Control +/- 5% Implementation

Estimates and budgeting 2 www.redochre.org.uk Methods of estimation include: Bottom Up WBS Comparative Look at old costs Experience* Parametric* Existing (recorded) information Top Down Current projects of a similar scope

Methods of estimation include:

Bottom Up

WBS

Comparative

Look at old costs

Experience*

Parametric*

Existing (recorded) information

Top Down

Current projects of a similar scope

Estimates and budgeting 3 Variance www.redochre.org.uk A comparison between estimated and actual costs (or times, or other metric) Neither positive or negative variances are themselves desirable or undesirable Address each case on its own merits Useful during project updates as a monitoring tool Action to take Variance ~<15% have an explanation Variance ~>15% start looking at your budget again, and quick!

A comparison between estimated and actual costs (or times, or other metric)

Neither positive or negative variances are themselves desirable or undesirable

Address each case on its own merits

Useful during project updates as a monitoring tool

Action to take

Variance ~<15% have an explanation

Variance ~>15% start looking at your budget again, and quick!

Estimates and budgeting 4 www.redochre.org.uk

Conclusion Don’t Panic! Plan your project. What are your objectives What do you need? Time, money, resources? Put your case (for support, funds etc.) across in a brief and compelling way www.redochre.org.uk

Don’t Panic!

Plan your project. What are your objectives

What do you need? Time, money, resources?

Put your case (for support, funds etc.) across in a brief and compelling way