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Progress (Use of Management stages for control (Technical stages…

- - - - The initiation stage is mandatory as it ensures that there is a firm basis for the project , which is understood by all parties
      - there should also be at least one other management stage to cover the remainder of the project
    - - How far a head in the project it is sensible to plan
      - Where the key decision points need to be on the Project
      - the amount of risk within a Project
      - too many short management stages ( increasing the project management overhead) versus too few lengthy ones ( reducing the level of control )
      - How confident the project Board and project manger are in Proceeding
      - The number of management stages required will be dictated by the nature of the project and its duration
  - - - The planning horizon at nay point in time The planning horizon may vary depending on the nature of the work being undertaken
      - The technical stages within the project the end of management stage do not necessarily need to occur at the same time as the end of technical stages, but there are often benefits if they do
      - Alignment with programme activities It may be a requirement to align the end of a management stage with the end-of-tranche review with the programme
      - The level of risk management stages can be very useful as a means of bringing Project Board control to risky project
  - - - Technical stages are typified by the use of a particular set of special skills
      - Management Stages equal to commitment of resources and authority to spend
- - - - Project Plan This will include the project level performance targets and tolerances
      - Stage Plans These form the basis of the day today control of the stage
      - Exception Plan the Project board may request an exception plan after having considered and exception Report during the process directing a project. the Exception plan should be produced at the same level as the plan that it replaces
      - work package The project Manager authorizes a work package in order to trigger an individual team member or a team manager to undertake a piece of work during a stage. Details of the work to be completed within what tolerance must be agreed between the project manager and team manager or team member , and documented in the work package work package authorization is a particularly useful control when dealing with contractors or subcontractors. the individuals or teams monitor progress against the work package and report back to the project manager via checkpoint reports
- - - - Authorizations the project board uses the directing a project process to authorize Initiation, authorize the project , authorize each stage and authorize project closure;
        
        After the Pre-project process Staring up a project, the project board authorize progress to the initiation stage which is the official 'start' of the project
        
        After the initiation a project process, if the Project Board is satisfied that there is sufficient reason to go ahead with the project , it can approve the Project initiation Documentation and authorize the project it self
        
        After the managing stage boundary process, the project board reviews a stage plan or Exception plan, and can either approve the plan or trigger premature closure of the project
        
        After the closing a project process, the project board reviews the End project report and if satisfied that the project is complete or has noting more to offer, can authorize its closure
      - Progress updates Including highlight reports and end stage Reports
      - Exception and change including Exception Reports and Issue Reports When the project board has agreed stage tolerances with the project manager, it is kept informed of progress by means of highlights Reports
    - - Authorizations Project Manager authorizations occur during the process controlling a stage. The Project manager will be Responsible for agreeing and authorizing work packages and work package tolerances
      - Progress updates including checkpoint Reports produced by team manager of team members
      - Exception and change use of project registers and logs to review progress and identity issues and risks that may need to be resolved
    - - Corporate or programme management
        
        Site outside the project but set the overall requirements and tolerance level for the project
      - The Project Board
        
        has overall control at a project level as long as forecast remain within project tolerance and will allocate tolerances for each management stage to the project manager. The project board has the ability to review progress and decide whether to continue, change or stop the project
      - The project amanger
        
        has day to day control for a management stage within the tolerance limits laid down by the project board
      - The team Manager
        
        has control for a work package but only within the work package tolerances agreed with the project manager
- - - - Monitor progress
      - Compare the level of achievement with plan
      - Review plans and options against future situations
      - Detect problems an identity risks
      - Imitate corrective action
      - Authorize further work