Introduction

Topics

Detailed planning

AD 1

AD 2

AD 3

AD 4

AD 5

Control – part 17 - Areas of review

Estimating procedures

It is worthwhile considering particular areas for review at intervals.

Estimating procedures is one.

How good are we at estimating?
Is it based upon personal experience, previous plans?
Should we have carried out a formal risk assessment?
If the elapsed time for a task was considered achievable did we underestimate the experience of the staff or should we have applied more training or more man power?

Training policies

Do we need to review the training policy?

When looking at training consider how it is going to be carried out:

Internal or external

Check the cost and resource impact.

Train the trainer or the users directly

What is the consistency of the training, cost and resource implications?

What detail is needed?

Is it user based or does it include wider business issues?

Timing of the training

When should training be implemented?

Recruitment policies

What is the recruitment policy like?
It may well be that there is a complete embargo on any form of recruitment.
How long does it take to get new staff?
Who will train them?
How long will it take to get them up to speed?

Quality control procedures

Did the project have the correct quality control procedures in place and were they adhered to?

Management control practices

Were the objectives and the deliverables of the task clear and understood?
Were the managerial project management practices adequate to identify and review issues in good time?

Culture of the organization

Is the culture of the organization favourable to raise and react to issues at the higher level?
Has too tight a deadline been ‘set’ from on high, although all of the project team knew it to be unrealistic?

Staff motivational factors

What is the morale of the staff like and what motivational factors and practices are in place to boost productivity.

All of these points could be considered.

Non - PRINCE2 information

Purchase the full product

Non – PRINCE2

Control

PRINCE2 2005

Introduction

Definition [see Introduction part 1]
Terminology [see Introduction part 2]
What is a project? Scope [see Introduction part 3]
The processes [see Introduction part 4]
Introduction to processes [see Introduction to processes]
59The components [see The components]

Analysing Risks [see Planning (PL) - part 7]
Estimating [see Planning (PL) - part 5]
Organization [see Organization - part 1]
Plans - benefits [see Plans - part 1]
Quality in a Project Environment [see Quality in a Project Environment]
Risk [see Management of Risk - part 1]

PRINCE2 2009

Introduction

Foreword [see Foreword]
Purpose [see Introduction part 1]
What does a project manager do? [see Introduction part 2a]
What is it we wish to control? [see Introduction part 2b]
The structure of PRINCE2 [see Introduction part 2c]
What PRINCE2 does not provide [see Introduction part 3]

Plans

Risk

Assess [see Risk - Risk management procedure - Assess]
Communicate [see Risk - Risk management procedure - Communicate]
Identify – part 1 [see Risk - Risk management procedure - Identify – part 1]
Implement [see Risk - Risk management procedure - Implement]
Plan [see Risk - Risk management procedure - Plan]
Risk management in projects [see Risk - Risk management in projects]
Risk management procedure [see Risk - Risk management procedure]
Risk Management Strategy [see Risk - Risk Management Strategy]
Risk Register [see Risk - Risk Register]
What is a risk? [see Risk - Risk defined - What is a risk?]
What is at risk? [see Risk - Risk defined - What is at risk?]
What is risk management? [see Risk - Risk defined - What is risk management?]

Time management

Introduction

Resources [see Resources]
Workaholic [see Workaholic]
What is time management? [see What is time management? Problem Time solving]
What is time management? [see What is time management? General]

Key time destroyers

Key Time Destroyers [see Key Time Destroyers]
Action chasing [see Action chasing]
Being disorganised [see Being disorganised]
Cant say 'No' [see Cant say 'No']
Crisis management [see Crisis management]
Desktop management [see Desktop management]
Friends [see Friends]
Large reports [see Large reports]
Low energy levels [see Low energy levels]
Meetings 1 [see Meetings 1]
Meetings 2 [see Meetings 2]
Multiple tasks [see Multiple tasks]
Others errors [see Others errors]
Other's jobs [see Other's jobs]
Paperwork [see Paperwork]
Perfection [see Perfection]
Poor communication [see Poor communication]
Poor control and reporting [see Poor control and reporting]
Poor delegation [see Poor delegation]
Poor information [see Poor information]
Poor leadership [see Poor leadership]
Poor planning [see Poor planning]
Poor preparation [see Poor preparation]
Poor self discipline [see Poor self discipline]
Putting things off [see Putting things off]
Resource issues [see Resource issues]
Responsibility, accountability and authority [see Responsibility, accountability and authority]
Socialising [see Socialising]
Staff issues [see Staff issues]
The boss [see The boss]
The telephone 1 [see The telephone 1]
The telephone 2 [see The telephone 2]
Travel time [see Travel time]
Unfinished tasks [see Unfinished tasks]
Unwanted callers [see Unwanted callers]
Work overload [see Work overload]
Your own errors [see Your own errors]

Risk management

Introduction

What is risk? [see What is risk?]
6 questions to define the project [see 6 questions to define the project]
The key areas of concern [see The key areas of concern]
What should risk analysis provide? [see What should risk analysis provide?]
3 Ways to view risk management [see 3 Ways to view risk management]
General comments on risk assessment [see General comments on risk assessment]
Accountability [see Accountability]
General comments on planning [see General comments on planning]
What are the core process steps to assess a risk? [see What are the core process steps to assess a risk?]
Simple process outline [see Simple process outline]
What are the basic overall process steps? [see What are the basic overall process steps?]
Stakeholders [see Stakeholders]
Success measures [see Success measures]
Why carry out Risk Assessment? [see Why carry out Risk Assessment?]

Assessment of risks

Common methods of assessing risk [see Common methods of assessing risk]
Common methods of assessing risk 2 [see Common methods of assessing risk 2]
Issue based [see Issue based]
Checklists [see Checklists]
Qualitative method [see Qualitative method]
Quantitative method [see Quantitative method]
Quantitative method part 2 [see Quantitative method part 2]
Quantitative method part 3 [see Quantitative method part 3]
Quantitative method part 4 [see Quantitative method part 4]

Leadership

Introduction

Definition of leadership [see Definition of leadership]
Leadership and effectiveness [see Leadership and effectiveness]
Leadership qualities [see Leadership qualities]
Leadership functions [see Leadership functions]

The emerging leader

Emerging leaders [see Emerging leaders]
The boss [see The boss]

Training

Training [see Training]
Training selection [see Training selection]
Training opportunity [see Training opportunity]
Follow the leader [see Follow the leader]
Follow the leader - adverse behaviour [see Follow the leader - adverse behaviour]
Chess the middle game [see Chess the middle game]
Standards [see Standards]

At the top

Letting go [see Letting go]
Continuity [see Continuity]
Top of the ladder [see Top of the ladder]
Loneliness at the top part 1 [see Loneliness at the top part 1]
Loneliness at the top part 2 [see Loneliness at the top part 2]
The Top team [see The Top team]

Motivation

Motivation [see Motivation]
Motivation Douglas McGregors X and Y theory [see Motivation Douglas McGregors X and Y theory]
Motivation - Abraham Maslow [see Motivation - Abraham Maslow]
Motivation - Frederick Herzberg [see Motivation - Frederick Herzberg]
Motivation - key problems [see Motivation - key problems]
Motivation - people part 1 [see Motivation - people part 1]
Motivation - people part 2 [see Motivation - people part 2]

other sites of interest in the series