Managing Small Projects.
The vast majority of projects that organisations try to deliver
are valued at less that £50,000. In a large project this would be
deliverd at a task level but the principals for delivering a
project task or small discreet project are the same. For may years
Vic Tuffenbhas been an advocate of the Small Prpject Management
philosophy and has introduced the concepts into a number of large
and small businesses.
The methodology takes the principles of the book and delivers
them in a handy Work Book which you can then customise to fit your
business or project.the key parts of the training are covered in
the following guidance notes for the work book.
Guidance Notes for the "Small
Project Work Book".
Context.The background to the project. Should
include a business reason for doing the work.
Objective.The purpose for carrying out the
project. This should be written in one sentence and should not
include the word "And".
Scope.A statement on what is included and
excluded from the project.
Constraints.A statement on external influences
that will restrict the scope of the project. The Key constraints
are Cost, Resources and Timescales.
Roles and Responsibilities.A list of those
people or resources that will be involved in delivery of the
project. It should state what they will do and should emphasise
what they are accountable for.
Main Products and Deliverables.A more detailed
description of what will be delivered. It should include statements
on both quality and quantity and should describe the success
External Dependencies.This is a list of any
actions that will have a bearing on the success of the project that
are not within the direct control of the Project Manager.
Underlying Assumptions.This is a list of
conditions that the project manager is expecting to be met in
order to ensure success of the project.
Tasks.A list of tasks that need to be done in the order
that they should be completed in order to successfully deliver the
project. As an option a plan could be drafted in MS project.
Points. The milestones or stage gates should be
planned and published prior to starting the project. The expected
outcome of each phase should be stated and the method used to test
the actual status. At this stage the stakeholders should be
given the opportunity to approve the project scope and
deliverables. In addition you can also decide whether any of the
additional documents are required.
Assessment. This is a means to assess the project
level risks. This is actions, situation or conditions that pose a
threat to the success of the project. Some obvious ones are
insufficient funds, insufficient resources, wrong skill set or
inadequate instructions. The preventative action is the plan you
put in place to ensure the risk does not become an issue. The
contingent action is the plan you put in place if the preventative
plan is ineffective or if it is not possible to prevent the issue.
The trigger actions are those conditions that you will monitor to
warn you that the risk condition is apparent.
Management. This is the tool we will use to track
changes to the project scope and deliverables. The change should be
described together with the implications for the change i.e. cost,
resources or timescales. A change should only be applied following
a consultation process and agreement with the stakeholders.
Quality target-Thequality targets for the
deliverables should be described here.
Approach to be used-Themethod by which those
quality objectives will be measured should be stated. These
should be clearly defined criteria i.e. Dimensions, quality of
finish or S.M.A.R.T.
Implementation Strategy-The manner used to
introduce the product or process into production.
Major Products to be reviewed-This is a report
used at the measurement stage to record the output. .
Stakeholder name-Any person who could have an
impact on the course of the project.
• High - Is in a position to change the scope of the project on
command or veto decisions.
• Medium - Is in a position to change the scope of the project
by agreement and can influence
• Low - Is in a position to change the scope of the project only
by third party intervention but
has no direct influence on decisions.
Attitude- Classify as:
• Champion - Fully supports the project. Will defend the project
• Supporter - Presents a positive attitude to the project but
maintains a watching brief.
• Critic - Is less supportive of the objective. May present a
Actions- An action plan should be drafted and
implemented for each stakeholder. The action plan could be "No
action required" for a Champion of the project who could have low
impact. If you had a critic of the project who had high impact
you should arrange regular meetings with them to brief them on
progress and ensure that they sign on to the process at each
(This will be a spread sheet to assist with the costing of the
project but it is not yet ready to add to the workbook.).
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