Project Management ATLAS Training

ACTIVITY
Project Management ATLAS

Activity Project Management Training
commissioned by Activity Consolidated
Odijk, March 2000

Version: 2.0

ACTIVITY AND THE ATLAS

Activity is an organization that is growing rapidly. At the end of 1997, Activity had a staff of 50;
there are now some 125 professionals, each with their own unique background. We expect this
number to grow substantially in the near future. Not only is the number of staff growing, the
number of clients and the quality of the orders is rising too.

These developments have resulted in a large variety of people, clients and orders in ACTIVITY.
This also increases the importance of forming a common frame of reference for project
management and disseminating it where necessary.

Over the years, ACTIVITY has built up extensive knowledge and experience with working
schematically, project style. Part of this knowledge and experience has been laid down in the
ATLAS.

ATLAS applications

The ATLAS used internally: Common frame of reference
One important aim of the ATLAS is to create a common frame of reference. It is important for
internal communication that we speak the same language. This ATLAS is therefore not only
aimed at junior project managers, but also experienced project managers, project assistants,
account managers, staff executives and supporting staff. At ACTIVITY, when we speak about
how and why we must work schematically, the definitions laid down in ATLAS must be the
points of departure.

The ATLAS used externally: support or methodology
The Project Management Process on which the ATLAS is based is a tried and tested method of
working schematically. The knowledge and experience recorded in the ATLAS can be used by
other ACTIVITY project managers when executing projects for clients. If a client indicates that it
does not have a method of its own, the ATLAS can serve as the foundation for a tailor-made
method to suit the organization.

Points of departure
The following points of departure were used to develop the ATLAS:
 ACTIVITY does not impose any method upon the client. The method usually employed by
the client is decisive. However, if and insofar the client‟s method is less suitable, or if the
client indicates that it wishes to use the ACTIVITY method, the ATLAS may prove useful.
 The ATLAS is a generic model; it can be applied to projects in all sorts of environments.
 Practical suitability is the key factor. Existing publications contain more specific background
information on the various subjects. The ATLAS is a guide with practical checklists and tools.

The ATLAS in development
The Atlas is an ongoing project. It is fed from practical experience. Because knowledge and
experience are constantly being interchanged, the ATLAS will continue to develop. There will
therefore be regular updates of the ATLAS in the form of new releases.

© ACTIVITY Consolidated 2

BIBLIOGRAPHY

The following titles are referred to in this ATLAS.

 Syllabus Het Projectmanagement Proces (The Project Management Process Syllabus)
Author: Activity Project Management Training, February 2000

 Projectmatig Creëren (Creating Schematically)
J. Bos and E. Harting (editors)
Scriptum Books, Schiedam, 1998
ISBN: 90 5594 122 0 / NUGI 684

 A guide to the Project Management Body of Knowledge
PMI Standards Committee, 1996
ISBN: 1-880410-12-5


D
e Defining the problem
s
i Defining the result First think ....
g
n Overall risk analysis

Phasing

Breakdown

Organization ...then plan....
S
u Milestones
r
e Cost estimate
t
i Information control
...approve...
e
s Quality control

Management Project Team
and enviroment
... then get going....
Risk control

Approval Management
cycle
Action: Take stock
C implement of matters
o activities
Fine-planning
n
t MEASURING AND
r CHECKING PROGRESS
o Measures:
l Steering progess - steer
Compare
- do nothing
- stop
Delivery

- Re-plan
W Norm/plan
i with margins
n Transfer
d Closure and
i Evaluation learning
n
g Closure

u
p


DEFINITION OF THE PROBLEM INTRODUCTION
DESIGN
DEFINITION OF PROBLEM
Key issues
What is the problem or the opportunity? DEFINITION OF RESULT
Should we handle this order schematically?
OVERALL RISK ANALYSIS

Content PHASING
The first point of interest for a project manager is to gain insight into what BREAKDOWN
precisely the problem is and in which direction to seek the solution. SURETIES
ORGANIZATION
Result MILESTONES
 General definition of the problem
COST ESTIMATE
 Endorsement on drawing up project task
INFORMATION CONTROL
BIBLIOGRAPHY QUALITY CONTROL
 Syllabus Het Projectmanagement Proces (The Project Management
PROJECT TEAM AND ENVIRONMENT
Process Syllabus) MANAGEMENT
Chapter 1: Definition of the problem
RISK CONTROL
APPROVAL
Chapter 1: The essence of creating schematically Korset of ruggengraat MANAGEMENT
(corset or backbone) FINE-PLANNING
Chapter 2: Commitment and creating. From Wanting to Choosing
MEASURING AND CHECKING PROGRESS
 A guide to the Project Management Body of Knowledge STEERING PROGRESS
Paragraph 5.1: Initiation
DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

DEFINITION OF THE PROBLEM

Formulating the problem
 Ask the client to describe the problem as precisely as possible.
 Make a list of questions regarding the problem.
 Emphasise the necessity of preliminary research.
 After the preliminary research, describe the problem as specifically as possible.
 Check the formulation of the problem with the client and end users; reformulate if necessary.
 Do not talk big.


 Formulate in one sentence .

Questions to assist in defining the problem
 Whose problem is it (client‟s)?
 Why is it a problem?
 How urgent is the problem?
 Is there a problem underlying the problem?
 What is its (strategic) significance?
 Which potential causes and solutions have already been considered?

Pitfalls in determining the problem

 Vague and incoherent problems.
 Coming up with a solution prematurely.
 Not clear who is involved in the problem.
 Analysing the needs of the wrong target group.
 Not setting priorities in case of several problems.
 Selectively filtering problems.


DEFINITION OF THE RESULT INTRODUCTION
DESIGN
Key issues
What must be achieved? DEFINITION OF RESULT
Why must this be achieved? OVERALL RISK ANALYSIS
What are the preconditions?
PHASING
What are the criteria for success?
BREAKDOWN
Content SURETIES
ORGANIZATION
As soon as we have a clear definition of the problem, we can describe in
empirical terms what must be achieved by the project and what the criteria for MILESTONES
success are. A preliminary estimate of the costs and time schedule are made. COST ESTIMATE
The client then formally endorses this.
INFORMATION CONTROL

Result QUALITY CONTROL
 Project order
MANAGEMENT
Bibliography
RISK CONTROL
Process Syllabus) APPROVAL
MANAGEMENT
Chapter 2: Definition of the result FINE-PLANNING
 Projectmatig Creëren (Creating Schematically) MEASURING AND CHECKING PROGRESS
Chapter 3: The project contract. A business and tactic agreement between
STEERING PROGRESS
the project team and the client
Chapter 4: The project definition: From orders to engagements DELIVERY

 A guide to the Project Management Body of Knowledge WINDING UP
Paragraph 5.2: Scope planning. TRANSFER

EVALUATION
Tools
 Project order CONCLUSION

TOOLS

DEFINITION OF THE PROJECT RESULT

Tips for defining the project result
 Formulate the result as specifically as possible (using nouns).
 Clearly indicate the preconditions and criteria for success.
 Indicate what is still unknown.
 Formulate SMART
- Specific
- Measurable
- Acceptable
- Realistic
- Time-related

Questions to assist in defining the result
 What is complete when it is complete?
 What will change for whom?
 What will you delegate to whom?
 What are the key requirements and wishes?
 What does not pertain to the project (demarcation)?


Pitfalls in defining the project result
 Ideas have not been sufficiently worked out and are unstable.
 Coming up with solutions before the problem has been properly analysed.
 Too general (“a working system”).
 Too specific.


IINTRODUCTION
OVERALL RISK ANALYSIS DESIGN

DEFINITION OF RESULT
Key issues
How do I set to work on the project in general?
Which control factors require additional attention? PHASING
What expectations must the project manager fulfil? BREAKDOWN
SURETIES
ORGANIZATION
Content MILESTONES
Using a checklist, an overall risk analysis is performed. This will help
COST ESTIMATE
determine the most suitable approach to the project. The profile for the project
manager can then be determined. INFORMATION CONTROL

QUALITY CONTROL

Result PROJECT TEAM AND ENVIRONMENT
MANAGEMENT
 Overview of risks related to control factors.
 The profile of the project manager. RISK CONTROL
 Overall risk analysis APPROVAL
MANAGEMENT
FINE-PLANNING
Bibliography MEASURING AND CHECKING PROGRESS
 Syllabus Het Projectmanagement Proces (The Project Management STEERING PROGRESS
Process Syllabus)
Chapter 3: Overall risk analysis DELIVERY

WINDING UP

TRANSFER
Tools
 Project classification EVALUATION

CONCLUSION

TOOLS


PHASING INTRODUCTION
DESIGN
Key issues
How can I split up the project life cycle? DEFINITION OF RESULT
How do I keep the client involved? OVERALL RISK ANALYSIS

PHASING

Content BREAKDOWN
Phasing is splitting up a project into logical, systematic stages. Phasing gives an SURETIES
ORGANIZATION
overview of the project and enables better steering and control. After
completion of each phase comes the decision point. The next phase may only MILESTONES
commence after the client has approved the phase in hand. Depending on the COST ESTIMATE
type of project, standard phasing, minimal phasing or custom-made phasing
may be applied. INFORMATION CONTROL

QUALITY CONTROL

Result MANAGEMENT
 Phasing with decision points.
RISK CONTROL

APPROVAL
Bibliography MANAGEMENT
FINE-PLANNING
Process Syllabus) MEASURING AND CHECKING PROGRESS

Chapter 4: Phasing the project life cycle. STEERING PROGRESS

 Projectmatig Creëren (Creating Schematically) DELIVERY
Chapter 5: The project structure. Introducing structure, staying flexible and
WINDING UP
channelling energy.
TRANSFER
 A guide to the Project Management Body of Knowledge
Paragraph 2.1: Project phases and the project life cycle EVALUATION

CONCLUSION

TOOLS
Tools
 Phasing

PHASING THE PROJECT LIFE CYCLE

Standard phasing consists of the following phases and decision points:

a) Initiative phase start: the idea/initiative
activities - determine the status quo;
- study the general problem issues;
- give a general definition of desired result;
- demarcate the project;
- indicate project phasing;
- describe the modus operandi;
- draw up the project order;

end situation: approved, decision document: Project order


b) Definition phase start: approved Project order
activities - collect the basic material;
- determine project boundaries;
- determine project requirements:
 preconditions;
 functional requirements;
 operational requirements;
 restrictions of the design;
- set up a list of activities;
- set up the order of activities;
- set up the operating structure (defining sub-projects);
- establish contact with third parties (designers);
- draw up a project programme.

end situation: approved, decision document: Project plan
c) Design phase start: approved Project plan
activities - detail the project programme;
- contract third parties (designers);
- seek solutions/designs for each sub-project;
- seek or design project tools;
- fine-tune sub-projects and project tools;
- test sub-designs;
- adjust sub-designs;
- draw up the project design (down to the most basic level):
 sub-projects;
 tools.

end situation: approved, decision document: Project design

d) Preparation phase start: approved Project design
activities - draw up implementation instructions, etc.
- purchase/make tools (quantitative);
- contract third parties (suppliers);
- train the implementation organization;
- draw up the implementation programme (scenario).

end situation: approved, decision document: Implementation plan

e) Implementation phase start: approved Implementation plan
activities - deliver project result;
- implement as per programme;
- adjust programme.

end situation: approved Project result

f) Follow-up phase start: approved, decision document: Follow-up programme
activities - conclude project;
- put completed project into service;
- maintain completed project ;
- maintain tools;
- evaluation.

end situation: project evaluation.


BREAKING DOWN INTO COMPONENTS INTRODUCTION
DESIGN
Key issues DEFINITION OF PROBLEM
How do I break down the larger whole into manageable parts? DEFINITION OF RESULT


Content PHASING
In order to gain more insight into what must be done and who must be
BREAKDOWN
involved, the project manager breaks down the project result into orderly units. SURETIES
In larger projects, the total project is broken down into sub-projects, and a ORGANIZATION
Work Breakdown Structure can be set up for each sub-project. Subsequently,
MILESTONES
each activity can be allocated to an organizational section or person in charge.
This results in the Organizational Breakdown Structure. The activities allocated COST ESTIMATE
to a person or department in charge are called “work packages”. INFORMATION CONTROL

QUALITY CONTROL

 WBS MANAGEMENT

 OBS RISK CONTROL

APPROVAL
MANAGEMENT
Bibliography FINE-PLANNING
 Syllabus Het Projectmanagement Proces (The Project Management MEASURING AND CHECKING PROGRESS
Process Syllabus)
STEERING PROGRESS
Chapter 5: Breaking down into components
DELIVERY
Chapter 5: The project structure. Introducing structure, staying flexible and WINDING UP
channelling energy.
TRANSFER
 A guide to the Project Management Body of Knowledge EVALUATION
Paragraph 5.3.2: Tools and techniques for Scope Definition
CONCLUSION

TOOLS
Tools
 Planning matrix

THE WORK BREAKDOWN STRUCTURE

Conditions which a WBS must meet

1: There must be a strict hierarchy of activities.

2: There must be no overlap between activities; each activity is an independent entity.

3: Each activity must result in a demonstrable product.

4: Each activity must have an apparent throughput time.

5: Each activity must have calculable costs.

To what degree must entities be broken down?
 Until all elements can be univocally allocated to a specific section of the organization.
 Until all products have been defined in terms of activities.
 No further than five levels deep.


Project

Sub-project Sub-project Sub-project

Act. Act. Act. Act. Act. Act. Act.

Dep./P. Dep./P. Dep./P. Dep./P. Dep./P. Dep./P. Dep./P.


ORGANIZATION
Key issues DESIGN
How do I obtain the right people and resources?

Content
PHASING
This step is geared to drawing up a workable and manageable project
organization. This includes obtaining the manpower and material resources BREAKDOWN
needed for the project and establishing tasks, responsibilities and powers. The SURETIES
ORGANIZATION
relation between the project and the rest of the organization is also described.
MILESTONES

COST ESTIMATE
Result
 Project organization. INFORMATION CONTROL
 Diagram of the relation. QUALITY CONTROL
 Tasks, Powers and Responsibilities.
MANAGEMENT

Bibliography RISK CONTROL

 Syllabus Het Projectmanagement Proces (The Project Management APPROVAL
MANAGEMENT
Process Syllabus) FINE-PLANNING
Chapter 6: Organization
STEERING PROGRESS
Chapter 10: The project organization. The organizational structure as a
custom-made suit. DELIVERY

Paragraph 7.1: Resource Planning
TRANSFER
Paragraph 9.1: Organizational Planning
Paragraph 9.2: Staff Acquisition EVALUATION

CONCLUSION

TOOLS

PROJECT ORGANIZATION

Questions to assist in defining the organization
 Who does what?
 Who has what powers?
 How is decision-making arranged?
 How is the relation between the project organization and the rest of the organization arranged?

Resources for the organization
 OBS
 Project organogram
 Project environment chart – informal (relation)
 Powers and Responsibilities.
 Escalation procedure


INTRODUCTION
MILESTONES DESIGN

Key issues
When must which interim results be achieved? OVERALL RISK ANALYSIS

PHASING

Content BREAKDOWN
SURETIES
In cooperation with the persons involved, the interim project targets ORGANIZATION
(milestones) are described in terms of specific, measurable results. These
milestones are fixed, verifiable controls used during the project to assess MILESTONES

whether the project is still on course. The milestone plan indicates the logical COST ESTIMATE
mutual connections between the milestones and the activities to be executed for
INFORMATION CONTROL
steady progress from one milestone to the next.
QUALITY CONTROL

Result MANAGEMENT
 Milestone plan RISK CONTROL

APPROVAL
MANAGEMENT
Process Syllabus)
Chapter 7: Milestones STEERING PROGRESS


Chapter 7: Project planning - Making feasible plans. WINDING UP

TRANSFER

Tools EVALUATION
 Milestone plan CONCLUSION

TOOLS

MILESTONE PLAN

Milestone characteristics
 Represent important decision points.
 Are natural
 Are measurable
 Are progressively closer to the project result
 Can be interdependent (milestone plan)
 The intervening periods are manageable

Inventory of milestones
 Brainstorm with involved parties based on the WBS:
- contribution of knowledge;
- collective perception of the result and approach;
- list of task allocation and dependencies.
 Make a thorough redefinition:
- indicate only the "what" – do not impose the "how";
- maintain a provisional list of activities.


Definition of milestones
 Milestone : description
 Status : version number
 Results : concise description of the products/services to be delivered for this milestone
 Quality : requirements the result must meet
 Time : start / end: early - late
 Funds : estimated costs
 Responsibility : organizational department + staff
 Dependency : previous milestones, who is waiting for the result?
 Risks : anticipated bottlenecks and precautionary measures
 Endorsement : signing and dating of planning and milestone by the persons in charge


COST ESTIMATE INTRODUCTION
DESIGN
Key issues
How do I estimate and monitor the project costs? DEFINITION OF RESULT


PHASING
Content
The project manager draws up a realistic cost estimate so that he has a standard BREAKDOWN
by which to monitor the incurred costs during the course of the project. The SURETIES
ORGANIZATION
work packages (see Breaking down) form the point of departure for drawing up
a cost estimate. MILESTONES

COST ESTIMATE

Result INFORMATION CONTROL

 Cost estimate QUALITY CONTROL
 Project budget
MANAGEMENT

RISK CONTROL
Bibliography
MANAGEMENT
Chapter 8: Cost estimate
STEERING PROGRESS
Chapter 8: Funds. The various ways in which money can
be obtained for/roll into a project DELIVERY

Paragraph 7.2: Cost Estimating TRANSFER
Paragraph 7.3: Cost Budgeting
Paragraph 7.4: Cost Control EVALUATION

CONCLUSION

TOOLS
Tools
 Costs matrix

COST ESTIMATE

The project budget

The project budget
 consists of costs that can be influenced by the project manager, for:
 manpower;
 resources;
 materials;
 serves as a basis for project control;
 is drawn up and approved as early as possible.

The cost estimate

The cost estimate comprises the calculation of all costs components:
 Gives an idea of the costs of the project result.
 Serves as a basis for decision-making by the management.


Drawing up a project budget
When drawing up a budget, we distinguish between costs and investments. Costs are subdivided into direct and indirect
costs; investments are subdivided into movables and immovables.

Step 1: Inventory of costs

Direct project costs
 Determine which costs are directly attributable to the project.
 Classify these costs into a number of main groups which together cover all the direct costs.

Indirect project costs
 Determine which costs are indirectly attributable to the project.
 Consider for instance the secondary resources that are vital for the project‟s success.

Movables
 Mention the specific movables and determine the associated costs.
 Determine the economic life span and the necessary maintenance costs. Maintenance costs must be entered as direct
costs if the maintenance costs are directly attributable to the project (otherwise enter as indirect costs).

Immovables
 Mention the specific immovables and determine the associated costs.
 Determine the economic life span and the necessary maintenance costs. Maintenance costs must be entered as direct
costs if the maintenance costs are directly attributable to the project (otherwise enter as indirect costs).

The above can be depicted in the following diagram:

Costs Investments

Direct costs Indirect costs Movables Immovables
 Consultancy  Workplace  Purchase of production equipment  Purchase of production premises
 Travel and accommodation (Computer/Printer)
costs
 Office supplies  Office space Purchase price: NLG 140,000 Purchase price: NLG 600,000
 Maintenance costs  Telephone/fax costs Economic life span: Economic life span: 20 years
4 years
Monthly maintenance costs: Monthly maintenance costs:
NLG 1,000 (see direct costs) NLG 500 (see direct costs)


Step 2: Cost planning in time

The costs are then plotted in time. The time units are given on the vertical (Y) axis and the different cost categories on the
X-axis.

Direct costs Indirect costs Movable Immovable
investments investments
Consultancy Travel and Office Maintenan Workplace Office Telephone/fa Production Production
accommodat supplies ce space x costs equipment premises
ion costs
March 20,000 200 100 0 1,500 2,000 1,000
April 40,000 400 200 1,000 2,000 2,500 1,250 140,000
May 50,000 400 200 1,000 2,000 2,500 1,500
June 50,000 600 400 1,000 2,000 2,500 1,500
July 50,000 600 400 1,500 2,000 2,500 1,500 600,000
August 30,000 400 200 1,500 2,000 2,500 1,500
total 240,000 2,600 1,500 6,000 11,500 14,500 8,250 140,000 600,000

Total expenses made for the project in the period March through August : 1,024,350

Step 3: Approval
After the cost estimate has been drawn up, it is presented to the client for approval.

Step 4: Periodical analysis

The actual costs and any costs yet to be incurred are compared with the approved budget per period. Note: In the
cost analysis, the investments and depreciations must be included for all the above-mentioned expenses.

Drawing up a budget
 Identify the cost centres.
 Determine cost types per cost centre.
 Gather „hard” information (time investments, rates, offers, price lists, etc.).
 If no “hard” information is available, have those executing the project draw up the cost estimate.
 Determine what can be accurately estimated (5%) and what can be broadly estimated (10%-30%).
 Determine the margin
 Have the cost estimate approved for budget release.

Cost types / cost centres
 Time investment by company personnel / other personnel.
 Contractor‟s costs (subsequent calculation or fixed price).
 Material costs (building blocks, resources).

cost centre
MS A MS B MS C MS D Total
cost type
Contractor 20,000 135,000 75,000 15,000 245,000
Company personnel 1,400 2,000 1,800 800 6,000
Other personnel 300 150 750 2,500 3,700
Material 3,000 500 600 1,200 5,300
Total 24,700 137,650 78,150 19,500 260,000

MS = Milestone


INFORMATION CONTROL INTRODUCTION
DESIGN

Key issues DEFINITION OF RESULT
Who must I inform about what and when?

PHASING
Content BREAKDOWN
To ensure that it is clear to everyone what is meant and who must do something SURETIES
with which information, the project manager draws up an information matrix ORGANIZATION
and (for large, complex projects), a communication plan. Furthermore, it is the MILESTONES
project manager‟s responsibility to ensure that the information is unequivocal
COST ESTIMATE
and recognizable (for instance: final or draft status) and can be found in the
files. INFORMATION CONTROL

QUALITY CONTROL

MANAGEMENT
 Information matrix
 Communication plan RISK CONTROL

APPROVAL
MANAGEMENT

Process Syllabus) STEERING PROGRESS
Chapter 9: Information control
DELIVERY
Chapter 11: Information. The mustiest management aspect? WINDING UP

 A guide to the Project Management Body of Knowledge TRANSFER

Paragraph 10.1: Communications Planning EVALUATION
Paragraph 10.2: Information Distribution
CONCLUSION

Tools TOOLS

 Action points
 Decisions list
 Information matrix

INFORMATION CONTROL

Information control is geared to monitoring the clarity and univocality of the project information by means of:
 coding documents;
 aligning document structure to match content of and coherence with other documents;
 distributing documents;
 releasing documents and amending them in accordance with the procedures;
 filing documents;
 keeping documents for at least 10 years (this is a legal requirement).

Tips for information control
 Strive for completeness and up-to-dateness.
 Keep the set-up simple.
 Be aware of individual information needs.
 Avoid a personal set-up.
 Record agreements in writing.
 Go for an attractive design.


Information matrix

Client Account Internal Project Sub-project Project office
manager commissioner organization leader

Project Compiles
order Distributes

Project plan Determines Compiles Files

Delivery Accepts Determines Compiles Files
document

Offers Accepts Compiles Determines
Distributes
Distributes
Progress Compiles Files
reports

Compiles
Sub-project Determines Distributes
reports Files

Information flow chart

Project information

Uncontrolled
not recorded
no
Record ? (e.g. verbally)

ja
Retrievable
Central no decentralized
control ? (eg private records)

ja
Controlled Central
project records

Company records

`


QUALITY CONTROL INTRODUCTION
DESIGN
Key issues
How do I meet the agreed quality requirements? DEFINITION OF RESULT


PHASING
Content
At the end of the project, a product or service must be delivered that meets the BREAKDOWN
client‟s demands. The project manager ensures that delivery takes place in time SURETIES
ORGANIZATION
and at the agreed price, and that it meets the agreed quality (both product and
process quality). The agreements made on quality are laid down in product MILESTONES
specifications and/or a quality plan. COST ESTIMATE

INFORMATION CONTROL

 Product specifications
 Quality plan MANAGEMENT

RISK CONTROL

Bibliography APPROVAL
MANAGEMENT
 Syllabus Het Projectmanagement Proces (The Project Management FINE-PLANNING
Process Syllabus)
Chapter 10: Quality control MEASURING AND CHECKING PROGRESS

STEERING PROGRESS
Chapter 9: Quality. True quality resides in people. DELIVERY

Paragraph 8.1: Quality Planning TRANSFER
Paragraph 8.2: Quality Assurance
Paragraph 8.3: Quality Control EVALUATION

CONCLUSION

TOOLS

QUALITY CONTROL

Two activities can be distinguished in the quality control process:
1: Drawing up the quality plan
 overall result
 requirements / wishes
 product specifications

2: Progress checks
Interim testing and monitoring of the quality of
 the product
 the project management process

Key principle for quality: the sooner a flaw is found, the less it will cost to remedy.


Quality management

The process can be depicted as follows:

QUALITY MANAGEMENT

(Overall description of the project result)

Requirements and wishes

Norm/
specification Product specifications

Progress
control
Interim testing

Endorsement
Project result

Quality plan
 Tasks include: translating the intrinsic requirements into measurable quality requirements.
 Methods: testing.
 Procedures for advising and giving approval.
 Test plan: who, what, when, where and how?
 Aim for a flawless design.

Progress checks
 Who will test what to the requirements set?

Specification requirements
 Objective
 Valid
 Reliable
 Desired level (of quality/quantity)
 Indication for „measuring costs‟


PROJECT TEAM AND ENVIRONMENT MANAGEMENT INTRODUCTION
DESIGN
Key issues
How do I keep all parties on course? DEFINITION OF RESULT


Content PHASING
The project manager closely consults with and steers the project team and other BREAKDOWN
involved parties from the moment he joins the project till the moment it is SURETIES
wound up. Social aspects like managing, negotiating, team role management ORGANIZATION
and conflict management are obviously critical success factors in a project. MILESTONES

COST ESTIMATE

 Defined cooperation QUALITY CONTROL

MANAGEMENT
Bibliography
RISK CONTROL
Chapter 11: Project team and environment management MANAGEMENT
FINE-PLANNING
Chapter 13: Forces and interests in and connected with projects
Chapter 15: The project team STEERING PROGRESS
Chapter 17: Project and parent organization DELIVERY

Paragraph 9.3: Team Development
TRANSFER

EVALUATION
Tools CONCLUSION
 Analyse the project environment
TOOLS


INTRODUCTION
RISK CONTROL DESIGN

Key issues
What must definitely not go wrong in a project? OVERALL RISK ANALYSIS
How can I prevent or take care of any setbacks? PHASING

Content BREAKDOWN
SURETIES
An overall risk analysis is carried out at the beginning of a project (see the ORGANIZATION
process step „overall risk analysis‟). Later on in the project, when the path of
the project has become more defined, a more detailed risk analysis is MILESTONES

performed. The purpose is to take precautionary measures and prevent COST ESTIMATE
problems or compile a list of corrective measures early on in the project. A risk
INFORMATION CONTROL
factor that requires special attention is the legal side of matters, for instance,
how is liability arranged. QUALITY CONTROL

Result: PROJECT TEAM AND ENVIRONMENT
MANAGEMENT
 Preventive/corrective action
 Risk-proof project plan RISK CONTROL

APPROVAL
Bibliography MANAGEMENT
FINE-PLANNING
Process Syllabus) MEASURING AND CHECKING PROGRESS
Chapter 12: Risk control STEERING PROGRESS
Chapter 19: Risk management
Chapter 20: Creative problem-solving WINDING UP


Paragraph 11.1: Risk Identification EVALUATION
Paragraph 11.2: Risk Quantification
CONCLUSION
Paragraph 11.3: Risk Response Development
Paragraph 11.4: Risk Response Control TOOLS

Tools
 Dealing with potential bottlenecks
 Cause-Consequence analysis
 Impact analysis

RISK ANALYSIS AND RISK REDUCTION

Risk limitation
Risk limitation encompasses two general activities. The risk is identified during the analysis phase and neutralised
during the reduction phase. Risk limitation is thus a particularly valuable control instrument.

Questions to assist in defining risk analysis
1. What can go wrong with the project result, the milestones, etc.
2. What are the potential consequences?
3. What is the chance of failure?

Measuring and assessing the risks

Chance of occurring X Severity of the Score Risk
consequences
Almost nil 1 1 Hardly any consequences 1-2 Low risk
Small chance 2 2 Limited consequences 3-9 Average risk
Reasonable chance 3 3 Fairly serious consequences 10-25 High risk
Is sure to occur 4 4 Fatal consequences
Cannot be estimated 5 5 Cannot be estimated


Questions to assist in defining risk limitation
 What is the most plausible cause?
 Which preventive measures can be taken?
 Is the remaining risk component acceptable?
 Which reactive measures can be taken?
 Who will do what and when?

Risk analysis

CAN ANYTHING GO WRONG? NO RISK
NO

YES

SPECIFY PROBLEM

CAN WE ESTIMATE THE RISK? FURTHER PROBLEM ANALYSIS
NO

YE
S

IS THE RISK LARGE ENOUGH TO HAVE TO TACKLE? CALCULATED RISK
NO

YE
S

TAKE PRECAUTIONARY MEASURES

IS THE REMAINING RISK ACCEPTABLE REDUCED RISK
YES

NO

MAKE CONTINGENCY PLANS

CAN THE DAMAGE BE SUFFICIENTLY CONTAINED? COVERED RISK
YES

NO

PERMANENT RISK


APPROVAL INTRODUCTION
DESIGN
Key issues
How do I get approval for the decision documents? DEFINITION OF RESULT
Who must approve the decision documents?

Content PHASING
The client remains closely involved with the project for the duration of the BREAKDOWN
project. After all, the client must approve specifications and planning and SURETIES
provide the necessary resources (staff, funds and material). The client must also ORGANIZATION
make choices (continue, modify or stop) if plans lose touch with reality. The MILESTONES
client‟s role must therefore be clearly defined.
COST ESTIMATE
In addition to the client, all others involved in the project must be able to
approve the project plan. This is expressed in the shape of acceptance, INFORMATION CONTROL
commitment, motivation and involvement. Without this support basis, it is QUALITY CONTROL
almost impossible to complete a project successfully.
MANAGEMENT

Result RISK CONTROL
 Approved decision documents APPROVAL
 Commitment from those involved MANAGEMENT
FINE-PLANNING

Bibliography
STEERING PROGRESS
Process Syllabus) DELIVERY

Chapter 13: Approval WINDING UP
 Projectmatig Creëren (Creating Schematically) TRANSFER
Chapter 16: The client
EVALUATION

CONCLUSION

Tools TOOLS
 Project plan
 Project design


FINE-PLANNING INTRODUCTION
DESIGN

Who must do what and when in the next phase?

PHASING
Content BREAKDOWN
As soon as it is known when execution of the work can commence, fine- SURETIES
planning for the first phase can commence. The overall planning will continue ORGANIZATION

to apply for the later phases. Only after completion of each phase is the next MILESTONES
phase fine-planned. These schedules can be depicted visually in a network or
COST ESTIMATE
bar-chart planning.
INFORMATION CONTROL

QUALITY CONTROL
Result
 Activities plan PROJECT TEAM AND ENVIRONMENT
MANAGEMENT

RISK CONTROL
 Syllabus Het Projectmanagement Proces (The Project Management MANAGEMENT
FINE-PLANNING
Process Syllabus)
Chapter 14: Fine-planning MEASURING AND CHECKING PROGRESS

 Projectmatig Creëren (Creating Schematically) STEERING PROGRESS
Chapter 7: Project planning DELIVERY

Paragraph 6.1: Activity Definition
TRANSFER
Paragraph 6.2: Activity Sequencing
Paragraph 6.3: Activity Duration Estimating EVALUATION
Paragraph 6.4: Schedule Development
CONCLUSION

TOOLS

Tools
 Implementation programme


INTRODUCTION
MEASURING AND CHECKING PROGRESS DESIGN
Key issues
On what basis do I evaluate the project progress?
How do I keep all those involved informed of the project progress? OVERALL RISK ANALYSIS

PHASING

Content BREAKDOWN
SURETIES
There will be continuous feedback on the planning during execution of the ORGANIZATION
project. The project manager will be kept up-to-date on the project via progress
reports and will test this against the plan (or the norm). In order to implement MILESTONES

this step of the process properly, criteria must be laid down and it must be clear COST ESTIMATE
who is reporting on what and when.
INFORMATION CONTROL

QUALITY CONTROL
 Criteria MANAGEMENT
 Progress reports RISK CONTROL

APPROVAL
MANAGEMENT
Process Syllabus)
Chapter 15: Measuring and checking STEERING PROGRESS


Chapter 6: Project control WINDING UP

Paragraph 6.5: Schedule Control
EVALUATION

CONCLUSION

Tools TOOLS
 Quick scan project control
 Progress reports


STEERING PROGRESS INTRODUCTION
DESIGN

How do I achieve the agreed end result? OVERALL RISK ANALYSIS
How do I ensure that the end result is used effectively?
PHASING

BREAKDOWN
Content SURETIES
ORGANIZATION
If progress appears to be drifting away from the planning, the project manager
must take steps to align planning and reality. He can do this by steering, re- MILESTONES
planning or, if the worst comes to the worst, he may even decide to put a halt to COST ESTIMATE
the entire project. For the project manager, the point of departure is always to
achieve the desired end result. INFORMATION CONTROL

QUALITY CONTROL

Result MANAGEMENT
 Part results
 Acceptance RISK CONTROL

APPROVAL
MANAGEMENT
FINE-PLANNING
Bibliography

Process Syllabus) STEERING PROGRESS
Chapter 16: Steering
DELIVERY
WINDING UP
Chapter 6: Project control – the art of playing the Bermuda triangle
TRANSFER

EVALUATION

CONCLUSION

TOOLS

CHECKING THE PROJECT PROGRESS

Content of the progress report
 Retrospect
 State of affairs in connection with the plan
 With respect to content and control
 Preview
 Approach of next phase (in detail)
 Approach of subsequent phase (in detail)
 With respect to content and control
 Periodical
 Milestone-dependent


INTRODUCTION
DELIVERY DESIGN
Key issues
How do I get endorsement of the project result from the client?

PHASING
Content
Delivery of the project result to the client is confirmed by the Delivery BREAKDOWN
SURETIES
document. With this document, the client declares in writing that all agreed ORGANIZATION
project results have indeed been delivered. The conditions under which the
project result is accepted are laid down in the initial phase of the project. Final MILESTONES

signing of the Delivery document marks the end of the project. The winding-up COST ESTIMATE
phase can then commence.
INFORMATION CONTROL

QUALITY CONTROL
 Delivery document MANAGEMENT

RISK CONTROL

MANAGEMENT
 Syllabus Het Projectmanagement Proces (The Project Management FINE-PLANNING
Process Syllabus)
Chapter 17: Delivery
STEERING PROGRESS

DELIVERY
Tools
WINDING UP
 Delivery document
 Follow-up programme TRANSFER

EVALUATION

CONCLUSION

TOOLS

PROJECT DELIVERY

Content of the Delivery document
 Description of the project result as realised (based on the offer, the project plan and any proposals for changes)

 Description of the follow-up programme (indicate who in the organization is to maintain the project result,
guarantee terms, maintenance contracts, any adaptations/expansions).

 Overview of remaining obligations, additional and less work.

 Endorsement by the client that the project result has been achieved in accordance with the offer presented and
that the contractor has met all obligations.


TRANSFER INTRODUCTION
DESIGN
Key issues
How do I guarantee the project result in the organization? DEFINITION OF RESULT


PHASING
Content
After the project result has been achieved in accordance with the requirements, BREAKDOWN
the project manager must transfer the project result to a person in charge of SURETIES
ORGANIZATION
management and maintenance. This person must ensure that the project result is
used optimally in the organization. The project manager supplies the required MILESTONES
information in order to fulfil this task optimally. COST ESTIMATE

INFORMATION CONTROL

 Follow-up is embedded
MANAGEMENT

RISK CONTROL
Bibliography
MANAGEMENT
Chapter 18: Transfer

STEERING PROGRESS

DELIVERY

WINDING UP

TRANSFER

EVALUATION

CONCLUSION

TOOLS

PROJECT TRANSFER

 Plan the transfer together with those involved:
 who are involved?
 which formalities must be taken into account?
 Convince yourself that the end users accept the product
 Formulate training requirements for end users
 Have the client sign a statement of agreement


EVALUATION INTRODUCTION
DESIGN
Key issues
How can we learn from our project experiences? DEFINITION OF RESULT


Content PHASING
The purpose of a structured evaluation is not only to highlight the successes and BREAKDOWN
failures of a completed project. Even more important is to use the evaluation as SURETIES
a means of looking ahead towards subsequent projects and therefore being able ORGANIZATION
to avoid problems and pitfalls. MILESTONES

COST ESTIMATE

 Evaluation report QUALITY CONTROL

MANAGEMENT
Bibliography
RISK CONTROL
Chapter 19: Evaluation MANAGEMENT
FINE-PLANNING
Chapter 23: Project evaluation and Audit, learning from what went right
and what went wrong STEERING PROGRESS

DELIVERY

WINDING UP
Tools
 Evaluation TRANSFER

EVALUATION

CLOSURE

TOOLS


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