Project Management

Futurity Management Systems provide project management services mainly, but not exclusevely, to the construction and manufacturing sectors.  We provide the focused approach that many businesses find difficult to allocate to one-off projects, either due to pressures of work or experience. Futurity use the techniques shown below to successfully manage projects.

Phase 1: Getting Started

The setting SMART (Specific, Measurable, Achievable, Realistic and Timebound)objectives is fundamental to any project.

Identify the Senior Client representative (Project Champion). He/she will be reponsible for ensuring the project meets its objectives and delivers its stated benefits. He/she is likely to report directly to the Board and liaise with the project team.

The scope of the project must be clearly defined. Projects often fail because the scope has not been clearly defined or changes are not controlled.

Resources, i.e. the people, materials and finances need to be identified and allocated.

Identify risks - Anything that could pose a risk to the successful outcomes of the project need to be identified, evaluated and recorded. Control measures and ownership need to to be established to control the risks. 

Build the Team - Teamwork is essential to the succes of the project. Ensure objectives and responsibilities are  are clearly defined. A committed team all pulling in the same direction will deliver. 

Build relationships through effective communication between the project team, project champion and stakeholders. Openly discuss issues and manage expectations. Be clear about what is practical and what is not.

Ensure the project budget is established and broken down into key areas and activities.

Phase 2: Planning

Resource allocation (external) - Ensure the resources identified in phase 1 are supported by any additional, short-term resources.

Contractor selection - Contractors should be selected on past performance, references, quality and cost.

Any constraints, which could prevent the project manager from delivering the project, as defined, need to be clearly identified and communicated.

Assumptions may have to be made at the planning stage because full details or specifications have not been established. These need to be recorded and reviewed frequently.

The quality criteria should be clearly defined for each element of the project. Checking methods, authorities and reporting mechanisms need to be established. 

The Project Plan should be broken down into smaller sub-projects as far as possible. Sub-projects will have their own outcomes, deliverables and milestones. The inter-realtionships between sub-projects need to be clearly identified and managed.

Phase 3: Managing Progress

Monitoring progress needs to undertaken by clearly communicating with all parties, organising regular meetings and producing project reports.  

Measuring progress (GANTT Chart) - Progress, in terms of time, resources and costs need to be measured at regular intervals against thye base plan. The critical path should be identified and closely monitored.

Quality - Regular checks should be undertaken against the quality criteria established in the planning phase.

Scope creep needs to be controlled. Changes in the scope and/or deliverables could cause the project to fail or cost more in time or money if not controlled.

Risk management - Regular risk assessments will be required to ensure that risks identified in the planning stage are under control as as well as identifying any new risks.

Assumptions - Regular review of the assumptions made at the planning stage and updating of project documentation should be undertaken.

Constraints - Regular review of the assumptions identifed in the planning stage should be undertaken.

Any issues which could affect the delivery of the project, as defined, need to be recorded and dealt with.

Controlling Change

The impacts of change need to be clearly identified. Changes will have an effect on resource requirements and are a major cause of project over-runs.

Decisions in changes - The criteria for deciding what changes can be made should be clearly defined. Such criteria should include, quality, time and resource parameters.

Approving changes- Define who has the reponsibility and authority to approve changes to the project.

Updating documentation - Any changes to the project will result in changes to project documentation. These documents need to have effective issue control. 

Communicating changes - Effective communication, both verbal and written, is key to ensuring that changes are evaluated, approved and carried out in a controlled way.

Risk Management

Risk management - All risks which affect the successful completion of the project need to be identified, evaluated, recorded and managed. A risk register should be established to record risks and the control measures and owners. 

Risks of success should be assessed, i.e. any negative effects the successful completion of the project might have on other groups or individuals.

Risk management essentials - The following elements should be considered when establishing the risk register: Description of risk, probability, impacts, control measures, contingency plans, owner and current status.

Risk management procedures should describe the process for risk identification and the reporting and escalation procedures employed.

Phase 4: Project Closure

The project closure report should be produced at the end of the project and provide key personnel with an assessment of how successful the project has been in meeting its objectives.

Any residual issues or activities that remain outstanding at the end of the project should be clearly identified, along with the actions to be taken, timescales for completion and ownership.

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