Project Planing and Control

Topics: Project management, Critical path method, Management Pages: 20 (1834 words) Published: August 25, 2013
Chapter 16 Project planning and control

Source: Arup

Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007

Project planning and control

Project planning and control The market requires … specified time, quality and cost of a project The operation supplies … the delivery of the project on time, to specification and to budget Design

Operations strategy Operations management

Improvement

Planning and control

Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007

Complexity and uncertainty as project dimensions
High

Basic research Oil and gas exploration Antarctic expedition Airport Product development Advertising campaign Chemical plant Novel writing Individual

Euro project Military campaign Channel Tunnel Airbus

Uncertainty

Thames Barrier

Low

Wedding
Group

Company audit
Organization

Motorway Oil tanker
Nation

Car plant
Multi-nation

Multiorganization Complexity

Low

High

Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007

Stages in project management
Stage 1 Understanding the project environment

Stage 2

Project definition

Changes

Stage 3

Project planning

Corrective action Stage 5 Project control

Stage 4

Technical execution

Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007

The project environment consists of all the factors that can affect the project

Geo-social environment

Econo-political environment

Geography National culture
The project Business environment

Economy Government
Internal environment

Customers Competitors Suppliers/ subcontractors

Company strategy Resources Other projects

Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007

The stakeholder power–interest grid
High

Keep satisfied
Stakeholder power

Manage closely

Low Low

Monitor

Keep informed
High

Stakeholder interest

Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007

How projects can be defined
Project strategy
The project Project scope Phase 1 Phase 3 Project objectives

Phase 4
Phase 2

Milestones

Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007

Matrix management structures often result in staff reporting to more than one project manager as well as their own department Full-time equivalent resource Reporting relationship
Project A

Department 1

Department 2

Department 3

Project B

Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007

How projects are planned
Identify activities Estimate time and resources IIdentify relationships and dependencies Identify schedule constraints Fix the schedule

Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007

The three project objectives of quality, cost and time
Quality

New aircraft project

Music festival Fixed grant research project
Cost Time

Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007

Stages in the project planning process

Adjust as necessary
Identify the activities in the project Estimate times and resources for the activities Identify the relationships and dependencies between the activities Identify time and resource schedule constraints Fix the schedule for time and resources

Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007

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