CHP 11

Question 1

1. Participating in a successful project

Answer 1

Careful planning and management of a project is vital to its success.
Actuarial control cycle forms a good basis for the management of many projects.

Question 2

Projects need:

Answer 2

• A clear definition of the aim of the project which reflects the needs of the customer

Question 3

To avoid changes once the project is on the go, what is needed

Answer 3

• Full planning
Technical and design changes should be avoided once the project has begun.
Design parameters should be broad enough to give developers some freedom of approach and avoid the need for subsequent changes.
Strict control management should be implemented.
• Thorough risk analysis
• Monitoring of development

Question 4

Strict control management should be implemented.
• Thorough risk analysis
• Monitoring of development
The tools used for this should be:

Answer 4

o User friendly
o Allow technical, financial and other issues to be tracked
o Enable final outcomes to be predicted reliably

Question 5

• Measurement of performance and quality standards

Answer 5

Setting these for all parties involved early on is critical as this will impact on the whole project.
• Thorough testing at all stages
• Care in managing different strands of the project

Question 6

critical path analysis

To ensure that there are no unnecessary delays in one part of the project which depends on the outcome of another

Answer 6

• Move along at the appropriate pace so that the right things are done at the right time.
• Stable but challenging relationships with suppliers of external components
• Supportive environment
• Excellent communications between those involved
• Positive conflict management, which uses conflict as a source of ideas and a tool for development
• Schedule of what needs to be considered at each milestone review point

Question 7

There should be a clearly worked out written strategy for the project setting out:

Answer 7

• Aims of the project
• Issues necessary for the implementation of the project
• Areas of risk that could affect the viability of the project
• Alternative strategies for dealing with areas of risk.

Question 8

1.3. Written strategy documents

Answer 8

A key element of any project is to have a comprehensive master schedule for the project that ensures that the right people do the right things at the right time.
The right people include internal and external suppliers.

Once the strategy and objectives have been set, a development schedule is needed. This sets out how and when the project will be undertaken.
Written strategy should be shared with the key individuals who will bear the responsibility for implementation of the project.
Review the development schedule at regular intervals and particularly when milestones are reached.

Question 9

The written strategy should usually include the following:

Answer 9

• Clear identification of the objectives of the project
• Statements on how these objectives will be met
• Acceptable quality standards for meeting the objectives
• Project sponsor’s role
• Role of any third parties, e.g. consultants employed.
• Financial and economic objectives
• Details of the expected cost of the project
• Financing policy
• Policy for dealing with legal issues
• Need for insurance or reinsurance
• Technical policy
• Structured breakdown of the work to be completed under the project
• Key milestones for reviewing the project
• Risk management policy
• Communications policy
• Information technology policy

Question 10

Project manager

Answer 10

Establish direction, decide on action, organize resources and motivate the project team.

Question 11

The project team

Answer 11

A competent team to be in place from the start. Where appropriate, end users should be involved from the start.
Strong leadership and management to be in place.

Question 12

Major project interfaces need to be managed, e.g. include those between:

Answer 12

• Designers and builders
• Specifiers and implementers
• Project owners and project managers

Question 13

The project owner

Answer 13

Is the sponsor and future operator of the project outcome. The owner will be involved in some of the project management issues, however, ensuring success the right balance between the owner as the sponsor and operator and the project implementation specialist need to be struck.
Project owners should concentrate on the agreed milestone review points to ensure that are properly scheduled and the project is fully reviewed each time it reaches a milestone review point.
At the milestone review points, critical questions on all aspects should be raised by all those involved in the project.
In some cases, to get an unbiased report, milestone reviews can be done by an independent party.