| From the point of view of an outside observer it would | | | | (PRojects IN Controlled Environments). One thing that |
| appear that every project is doomed to be late, over | | | | must be remembered with such a method is that it |
| budget or both. For large public construction projects in | | | | must remain flexible and allow for change in the |
| the UK such as the Millennium Dome, Wembley | | | | project. Change always happens and you must plan to |
| Stadium and more recently the London Underground | | | | accommodate it. |
| refit, this would truly appear to be the case. | | | | Once you know what your different product stages |
| Even on a smaller scale many product development | | | | are you can then start to look at the tasks required to |
| projects tend be misguided in what they will achieve | | | | move from one product to the next and begin to pull |
| within the planned time frame. There are normally a | | | | together a timing plan. The initial timing plan and tasks |
| number of stock excuses for such a failing. These can | | | | list should be viewed as one possible route to a |
| range from "There was an unexpected change made | | | | destination. You will need a good vision of the road |
| by the customer", "We underestimated the amount of | | | | ahead in order to change the route and stay on track. |
| time required" or even "We didn't understand the risks | | | | The majority of a project manager's time should be |
| involved". | | | | spent assessing risks and planning contingencies. A |
| In the arena of customer / supplier projects there | | | | good project manager who has a good understanding |
| seems to be an increasing trend to win the project | | | | of customer expectations will have a good idea what |
| and then worry about how to deliver within the cost, | | | | problems or changes may be encountered and will |
| timing and quality later. This normally results in | | | | already have plans in place. They will be the least busy |
| compromised delivery for the customer or sometimes | | | | person in the team. A project manager who spends all |
| financial losses to the supplier. | | | | of their time fire fighting problems has missed a step in |
| In a study by TBC (Tylee-Birdsall & Co) it was | | | | their planning and will always be busy at the frontline. |
| determined using the value mapping procedure that | | | | There are many risk management methods that can |
| most technical design projects could theoretically be | | | | be used. It is suggested a project manager uses the |
| completed in half the time if they were managed | | | | method they are most comfortable with. The objective |
| perfectly and there was no rework required. If we | | | | is to determine issues before they occur or to avoid |
| therefore assume that most projects are 50% | | | | them completely. The problem with most risk |
| efficient we can easily bring this up to 80% or even | | | | management systems is that the project manager will |
| higher if methods to reduce rework and delays were | | | | carry out a half hearted risk assessment at the start |
| put in place. | | | | of the project and then never revisit it. If you make the |
| Most project management training courses | | | | risk assessment your own process then you are more |
| concentrate on time and risk management. This results | | | | likely to follow it. |
| in well developed timing plans and generally not so well | | | | PRINCE2 has already been mentioned and this |
| thought out risk management plans. There are project | | | | provides a sound methodology for achieving much of |
| managers who will try anything to cling on to the timing | | | | what has been discussed. However the method |
| plan they developed at the start of the project whilst | | | | should not be followed blindly or rigidly, it only provides |
| everything else falls apart around them. | | | | a framework and not a set of rules. Good sense, |
| So where should you start? Well everything starts | | | | good planning and flexibility should always be part of |
| with the customer who benefits from the end result of | | | | the project manager's tool kit. |
| the project. Make sure you understand fully the | | | | There are two good analogies that can be used for |
| customer's expectations for the project. If the project | | | | project management which you should bear in mind: |
| is internal research then make sure you know who all | | | | 1. Driving from A to B. Generally when driving |
| the stakeholders are and find out their expectations. | | | | somewhere you will plan the route you will take in |
| You must also be prepared for expectations to | | | | advance. You will also have a good idea of how long it |
| change. | | | | will take you to get to your destination. You would |
| Any project essentially applies a process, or number | | | | certainly ensure that you had enough fuel to get to |
| of processes, to turn a set of data and/or materials | | | | your destination and that your car was in good |
| into a final product (or products). At each stage | | | | condition and had been serviced regularly. As a further |
| different products are created. Therefore a product | | | | contingency you would also have breakdown |
| approach to managing the project can be adopted | | | | recovery assistance. A further level of planning would |
| which is comparable to a manufacturing process. The | | | | be to research the location of any roadworks or |
| difference to a manufacturing process is that each | | | | where the accident black spots were. You could then |
| project is different. You do not get the opportunity to | | | | plan alternative routes to get around these problems |
| apply the full project process more than once and | | | | areas if required. |
| therefore it cannot be developed in the same way as | | | | 2. Chess. The game of chess is very similar to the |
| a manufacturing process. | | | | requirements of project management. You need to |
| This approach is called "product based planning" and is | | | | plan ahead in order to win. If you play a purely reactive |
| an integral part of methodologies such as PRINCE2 | | | | game you are extremely likely to lose. |