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Project Management (Phases- 4 phases (Initiation.... to define (Objectives…

- - - - Gantt Charts
        
        shows activities, dependencies, time planned, milestones, deliverables
        
        Excel Template
        
        Consider online tools
        
        Asana/Instagnatt
      - Budgetting
        
        Tangible cost
        
        Intangible - humans costs
        
        initial cost estimates - informed guess,- refined as the feasibility and desirability of the initiative is investigated and a greater understanding of scope, schedule and resources required is developed. Once approved refined estimates form the baseline cost of the project.
        
        By allocating costs to the activities in a schedule, a profile of expenditure over the life of the project can be produced. You need to think which resources will be needed for each project activity to help you manage cash flow, and ensure you are able to make any necessary payments at the right time.
      - Work Breakdown Structure (WBS)
        
        Horine (2012), a well-done WBS should cover 7 elements
        
        hierarchical deconstruction of the project into levels and sub-levels
        
        Deliverable & MIlestones
        
        important to list out - use templates
    - - Forward Pass then backward pass to yield
        
        Earliest Start & Latest Start
        
        Delta is " Float"
        
        Earliest Finish & Latest Finish
        
        Critical path ES=LS and EF=LF
  - - - SWOT
      - MoSCoW
  - - - Monitoring & Control
        
        Intervene
        
        When required
        
        See Templete
        
        Report
        
        Monitor
        
        PDCA (or Plan Execute, Monitor, control)
        
        key tasks - monitor the project progress and expenses against the plan
        
        if necessary, intervene with control actions
        
        Method for monitoring & Communications
        
        adopted appropriate communication media in relation to the complexity of the communication
        
        What Data to use?
        
        Activity status and projections
        
        Form to be filled in
        
        Walk the project
        
        MIlestone tracking
        
        Project meetings to monitor
        
        Project costs
        
        Control
        
        Compare actual to Plan
        
        however
        
        multiple variable
        
        & simultaneous activiteis
        
        If variances???
        
        Do nothing
        
        Cancel or reevaluate scope
        
        Take corrective actions
        
        • Reconsider use of slack time:
        
        • Remove or reduce contingencies from estimates.
        
        • Re-evaluate the dependencies of activities, modifying the Gantt chart
        
        • Increase the resources available
        
        • Negotiate longer timescales
        
        1 more item...
        
        • Make use of the available activity floats
        
        Issues Vs Risk
        
        Maintain Issues Log
        
        See template
        
        Project Meetings
        
        Meetings
        
        Type
        
        Formal
        
        Minuted
        
        Sponsors
        
        Team Members
        
        Informal
        
        with individuals
        
        problem solving
        
        Structure
      - Lead and manage
        
        provide a regular check - what the team are doing against what they are supposed to be doing
        
        Communicate with Stakeholder
- - - - adding features and functionality without addressing the effects on time, costs and resources or within customer approval
- - - - Technical
      - Organisational
      - Project management
      - External
  - - - Risk/Source/probability/ Impact/Risk mitigation actions/Risk Owner
    - - use template
- - - - foreseeable uncertainity
        
        use std planning
      - unforseeable uncerainity
        
        Parallel trials to answer key questions
- - - - Responsibility,
        accountability,
        consultation,
        Information
  - - - According to Johnson et al. (2008, p. 157), the relationship with stakeholders in quadrant C may be one of the most difficult to plan for. Stakeholders in this quadrant may appear passive and easy to manage, but if the level of interest is underestimated and they move to quadrant D, a strategy of ‘keep satisfied’ may be risky.
- - - - constraints- available people, skills, competing projects, time