MARCH Project Management Problem statement l no hurdles
MARCH Project Management Problem statement l no hurdles, no problem just a goal l open-ended … no single correct answer l closed-ended … single answer l write the problem then consider other angles ‘What is the best way to get to Australia? ’ ‘How can we build a ship to get to Australia? ’ 1
MARCH Project Management Mission statement … formal approach Need to assess: l internal and external environment l stakeholders l identify the customers reduce to 2 or 3 key customers è what do they want? è l l l success criteria consider critical future events prepare the Mission Statement 2
MARCH l l l Project Management Customer analysis don’t assume needs challenge requirements quality issues performance è materials è dimensions and tolerances è technical limitations è l l cost and time limitations record the methodology used 3
MARCH Project Management Exit criteria l criteria to assess è if a phase of work is complete • e. g. reports completed and filed • e. g. boiler tested and release certificate issued è if it has been successful • e. g. 95% of units light (spec > 92%) • e. g. 70% of calculators worked (spec > 95%) è will you proceed to the next phase • may need to modify the plan • may kill the project 4
MARCH Project Management Work breakdown structure identify tasks è assign durations è allocate responsibilities è allocate costs è produce schedule è 5
MARCH Project Management Milestones … deliverables l l l need to accurately define may need interim deliverables e. g. documentation, R&D results, prototypes, designs and models 6
MARCH Project Management Initial estimation … high level plan (second review) assumptions and constraints are considered è the block diagram is adjusted è è what next? 7
MARCH Project Management Detailed planning … dependencies l PERT chart … Programme Evaluation and Review Technique l slack (float) … corresponds to the amount of delay before another task or the end of the project is delayed Note: Float is shared. If available it will be used. Limited supply of float. Work always expands to take the available time … Parkinson’s Law l critical path … these tasks have no slack. Movement will force a change to the project end date Focus on the critical path 8
MARCH Project Management Controlling projects … cost … overspend l fixed budget, costs must be cut l reduce resource … personnel, equipment, facilities l balance of external vs internal … cost l remove business resource l finance department … discuss situation for options l review all areas for ‘fat’ in the system l reduce the scope 9
MARCH Project Management Controlling projects … cost … cash flow 100% Total payment Theoretical Earlier time (5 months) at which £ 60, 000 was expected to have been spent Theoretical spend at 6 months e. g. £ 100, 000 Underspend (£ 40, 000) Measure of delay in project, unless expenditure is less than expected Actual spend at 6 months e. g. £ 60, 000 Actual 6 months 0 Time In use repairs 100% 10
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