What is Project Management?

By Roger Todd

Remote Services Technology,

125 Lache Lane,

CHESTER

CH4 7LU

TEL: 01244 675410

FAX: 01244 675410

Email: rstuk@freecall-uk.co.uk

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First what is a project?

A project is a set of activities that are undertaken to produce an agreed end result. The meeting of the end result will trigger payment for those undertaking the project. The end result will usually be to an agreed time scale and cost. A project can be a simple activity ranging from refurbishing a bike, up to putting man on Mars. Regardless of the project size it needs to be run to the same set of rules.

How do I plan a project?

This can be done with pencil and paper. Project Management software needs only to be purchased if you are doing a lot of projects or running complex projects – call me if you need advice on what software to select. The project plan is constructed by:

• Defining what the end product of the project is to be
• Defining all the tasks that have to be done to reach the end product
• Getting the people who are going to do the task to determine task content and timescales. If they are not sure work it out with someone who knows or make your best estimate with contingency.
• Work out the interaction between tasks – what do you do first
• Add your resources to tasks and make sure that they not over booked.
• Make sure you add all tasks and include such thinks as Project Management and review meetings.
• Work out risks and decide how they are to be tackled – if it’s too risky don’t go for the project.
• Add milestones that you can aim for and when passed declare part of the project has been completed and possible trigger a payment. Don’t add too many milestones. A small project may only need 2 or 3.

The above process will give you a paper plan, which may or may not fit the required timescales. If it overshoots look for tasks that can be run in parallel. If you still can’t meet the end date look at add adding new resources. If you still can’t meet the end date then your plan is probably correct and you must use the predicted end date as the final target.

If you are bidding for a contract you will need to include at least an outline plan which defines the major stages of the project. If you can’t meet the requested end date by running tasks in parallel or adding more resources do NOT be tempted to accept an earlier date. This has been an action that has closed many companies.

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Monitoring the Project

When the project starts you must update and progress your plan. This could be on a weekly basis for a large project or daily if small. As each activity is completed mark it off on the plan and where possible say how long it took. If you use a software package this will automatically work out the money spent on effort and materials. The information you need from project personnel is:

• What activities they have completed
• How long it took
• What material have been used or costed services – like using a design facility costed at an hourly rate.
• What activities they have started and their estimate of hoe long to complete.
• Any problems they have encountered or can see on the horizon.
• This information allows the project manager to ‘progress’ the project and see what problems have or will occur.

This information will also help you to estimate your next project more accurately.

Sorting Problems

It is inevitable that problems occur and a good project manager will quickly work out solutions. If some activities are running late what effect do they have on the rest of the project. Can the rest of the project be rescheduled to avoid the problem? The question ‘Why are they running late?’ also needs to be asked. This triggers questions like:

• Are the people on the task capable of completing the task?
• Is the task bigger than expected?
• Are more resources required?
• Can the task be completed?

If there is a problem, that is going to effect the project timescales, talk to your customer. Your customer wants you to succeed and will frequently agree to time and cost changes.

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Who needs Project management?

• Anyone who has to run a project to a set timescale and cost
• Anyone who has a to maintain or install equipment
• Anyone who has a prolonged cyclic work process

What will it do for me?

• Allow jobs to be completed on time
• Allow jobs to be completed at cost
• Allow you to use resources to their best advantage
• Show your customers that you can meet deadlines
• Improves profits
• Make the workforce believe in their abilities

What does it cost?

The cost of Project Management should be built into the cost estimates for the job. If the project is large it may require a full time Project Manager for the duration of the contract. A small project may only require a few hours a week. The cost is the time the Project Manager spends on the contract. Without Project Management a project is in dire jeopardy of overspend, late delivery and legal action.

What is the penalty of poor Project Management?

In the worst case it can close down a company. What seems to be the company’s saviour, that big contract, can sometimes be its downfall. How can you recognise that a project is in trouble? That should be easy provided you have your finger on the project pulse. Make sure you have regular progress reports, weekly, monthly or even daily if necessary. Make sure that grey, or even black, areas are fully explained and the risks identified. The other signs are obvious:

• Have project costs soared?
• Has a project started to swallow all your resources?
• Has a project started to become a permanent fixture?
• Is the tail wagging the dog?
• Is the Project Manager looking harassed!

If you have a project out of control you have PROBLEMS and this is where I am usually asked onboard. I can’t promise a quick fix but can show how, if possible, to bring the project under control so you can make a decision on the next move. If you are in this situation call me and let’s discuss your problems.

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