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1. Execution 2. Configuration management and change control 3. Planning and control 4. Earned Value Management (EVM) 5. Reporting and meetings 6. Completion 7. Post Completion Audit (PCA) 8. Continuous improvement
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Initiation
Planning
Execution
Control
Completion
Execution
Completion
Reporting
Tools
Execution
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Project manager must provide leadership and co-ordination to the project team members and other stakeholders. This stage can be weeks, months or years long. This is the stage where stakeholders need to be focused upon the project
tasks.
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Execution Example
The development and installation of an organisational information system
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Undertaking detailed design work, including system specifications, flow charts, programmes and a list of required hardware. Carrying out design reviews on a continual basis, which may result in
Execution Example
The development and installation of an organisational information system
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Carrying out the writing and construction of the software. Testing the software. Purchasing, assembling and testing the hardware, including detailed testing of sub-assemblies of hardware, and then a final test of the entire hardware system interface. Integrating hardware and software and testing the whole system. Planning installation. Preparation of training materials to enable users to understand, operate and maintain the system.
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Execution Example
The development and installation of an organisational information system
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Carrying out the installation and changeover procedure. Carrying out training.
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Change can be required at all stages of the project, very often during the execution phase as new factors emerge. A change control process is not to stop change happening, but to ensure
that the changes, which will inevitably required during the project, are
agreed and communicated to all parties before they are implemented.
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Change control
Failure to manage change can result in a number of problems for the project: Team members working to the old plans which do not incorporate the
changes.
The project is unlikely to deliver the set objectives if change is not well managed. End users will be unhappy at the final product if their expectations have not
been managed throughout the project and they have not been advised of
changes.
Configuration management and control Change control Failure to manage change can result in a number of problems for the project:
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The project may end up costing more as costs may continue to be spent on aspects of the project which are no longer required, but that team members
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Change process
A change management process must be agreed at the outset of the project. It should include the following:
Communication of changes.
Configuration management and control Configuration Management Involves tracking and controlling all aspects of the projects and all documentation and deliverables from the project.
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The Configuration Management System for a project will specify how all
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Configuration Management
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Project manager will collect actual project data on costs, schedule and progress and compare these against the project plan. If a deviation is discovered, and a project manager considers that corrective action needs to be taken, take corrective action to get the project back on target.
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Control begins at the inception of the project, not just before implementation. When work is planned it will need to be controlled.
A control system should be targeted at the agreed critical success factors not on
the assumptions of the project manager. The milestone plan allows the project manager to define the (go / no go) control points in the project, and the enter and exit criteria for each activity. The responsibility matrix allows the project manager to communicate clearly the needs of the project and accountabilities for the completion of tasks. A control system needs to be balanced with the objectives of the project.
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This tool enables recognition of problems before they become too difficult to solve. The decision to introduce a formal control system and the selection of a
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Planning and Control What are the main controls? Prevention of deviations. Correction of deviations.
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Prevention of any future deviations, by revising plans, target, measures etc. Implementation of conclusions from monitoring, reviewing and evaluating
the project.
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Earned Value Management (EVM) EVM helps project managers to measure project performance.
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It is used to find variances in projects based on the comparison of work performed and work planned. It is used on the cost and schedule control and can be very useful in project forecasting. It provides quantitative data for project decision making.
It takes account not only what has been done to date but also what value
has been added for that effort or expenditure. It is a technique for monitoring progress as part of overall project monitoring and control.
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From these three measurements, variances and indices can be calculated: Schedule variance (SV) = BCWP BCWS If the absolute value of the difference is very small, then in terms of work content, the project is on schedule.
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Schedule Index (SI) = BCWP/BCWS An SI value equal to 1 indicates that the associated activity is on
schedule.
Values larger than 1 suggest that the activity is ahead of schedule, and values smaller than 1 indicate a schedule overturn.
Earned Value Management (EVM) Cost Index (CI) = BCWP/ACWP A CI value equal to 1 indicates that the activity is on budget.
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CI values larger than 1 indicate better-than-planned cost performance, and values smaller than 1 indicate cost overruns.
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Project forecasting
Reporting and meetings Project Reports Project Initiation Document (PID) Exception Reports Effort Reports Progress Reports
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Project Reports
Project Initiation Document (PID) This report is utilised as the basis of general agreement within the project team and between the stakeholders about the nature of the project.
It contains:
Plans, budgets and timetables including deadlines Nature, background and scope Objectives and summary overview
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Effort Reports
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Project Reports
Progress Reports It includes: Status against plan in terms of cost, timetable, and scope.
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Reports from the project manager to the project board should be made on a regular and frequent basis. Written reports are made monthly mostly, with a major summary report
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Project Meetings
Project status review meetings Project design review meetings
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Project status review meetings Regular meetings Involves Project Manager, Team members, and the customer. Might take place quarterly.
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Project Meetings
Project design review meetings Where projects involve a design element, regular meetings are required to
Project problem solving meetings These would be called as soon as a problem occurs to identify and resolve
the issue.
Completion
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The final stage of the project life cycle is the closure of the project once the project work is finished.
A number of activities must be undertaken at this stage: Project is delivered to users. End of project meeting.
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Completion
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Completion End of Project Review Meetings The internal review (team) This is:
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An opportunity to review the planning, management, reporting and control. An opportunity to discuss the success and failures of the project process. Establish what can be learned in future for the benefit of other projects.
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Completion
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carried out.
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Business Review An evaluation from the business perspective is also essential. Are the benefits from the feasibility study likely to be realised? If not, what ongoing actions need to be taken?
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Completion
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Future considerations.
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To produce this report reference will be made to the following documentation: Feasibility study & report PID
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Completion
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Completion The Final Report The purpose of this stage of the process is To complete project termination activities: Organising and filing all project documentation. Receiving and making final payments to suppliers of resources.
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Agreeing formally with the customer that all agreed deliverables have
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Completion
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A meeting of manager, users and developers, held a few months after the project has been completed. Designed to review the success of the project To receive the users feedback Highlight specific issues with the project
Establish whether the project has helped the business to deliver the
benefits defined in the business case.
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Cost/budget performance.
Schedule performance. Project planning and control. Team relationships.
Communication.
Risk evaluation and assessment of risk management policies. Outstanding issues. Recommendations for future management of projects.
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This model encourages continuous improvement in project management proposed by Kerzner in 2001. It is an industry standard benchmarking process. It allows an organisation to evaluate a single program, multiple programs, a single division or multiple divisions in comparable terms.
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Continuous Improvement
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Continuous Improvement The Project Management Maturity Model (PMMM) Level 1 Common Knowledge The emphasis here is on training and education.
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Continuous Improvement
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Continuous Improvement The Project Management Maturity Model (PMMM) Level 3 Singular Methodology The organisation reorganises the synergistic effect of combining all
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is project management.
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Continuous Improvement
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Continuous Improvement The Project Management Maturity Model (PMMM) Level 5 Continuous Improvement The organisation evaluates the information obtained through
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benchmarking, and must then decide whether or not this information will
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