MANAGEMENT

CONSULTANCY
PROJECT MANAGEMENT AND
CONTROL
 PROJECT
MANAGEMENT
means planning, executing,
scheduling and controlling
activities to provide solutions
to the identified problems.

A. Project Plan C. Project E. Documentation

Schedule Policies &
Guidelines

B. Organizing the D. Project

Project Team Control
 Project
Plan

• Serves as the nucleus of a consulting

engagement and provides a guide to staff
assignment and completion dates
• Provides the consultant with updated status at
any point during the project
• Should be updated at least weekly, providing
comparison of planned and actual resources and
results
• Usually begins with an engagement kick off
meeting
» A key element in getting the project
off to a good start
 Kick Off Meeting
 This kick off meeting will play a key role in
establishing the tenor of the project and should
be carefully orchestrated to cover significant
points in the project process.
 Important topics to be addressed at the meeting:
1. Review of the engagement proposal - To summarize
& review objectives, scope, benefits & resolution
2. Discussion of the work objectives – Logical follow-on
to discussion of engagement objectives and benefits
3. Definition of intermediate work results
 Serves as the beginning point for development of
the detailed work plan
 Serves as measuring points for progress
 Serves to break the project into mini-projects
 Kick Off Meeting
Continued)
4. Responsibility assignments and client participation –
General assignments of duties for project planning
management, project task work and review of project
progress at milestone points
5. Project completion date
the kick off party should end with:
 Review of the decisions and agreement reached
 Statement that outlines the general steps in the
project and that focuses on the development and
presentation of the detailed work plan
 Every participant understand how the engagement
will proceed as well as his or her individual
responsibilities
Before deciding on the details of the kickoff meeting, a decision should be made
regarding the time, venue, participants and the agenda for the meeting.
 Developing the Detailed Work Plan
 Serves as the blueprint
for execution of the
engagement and a
means by which the
consultant can monitor
project progress
 It also shows what staff
will be needed to
complete the project, as
well as when and for
how long will they be
needed.
 Elements of the Detailed
Engagement Work Plan
Estimating
Task
The
Relationship
work effort

Task
Identification
Scheduling Tasks
And
Description

Detailed
Determining
Work Plan
Review Point
Review

Staffing
Project
The
Costing
Project
ORGANIZING THE
PROJECT TEAM
• A project team may be just one consultant or may
consist of several persons.
• Team briefing should be held before assigning the
project tasks to members of the project team.
• Briefing should also discuss:
• Responsibility for clerical function
• Responsibility for travel arrangement
• Working space in the client’s office

• Working hours to be observed

• Unusual aspects of working with particular client
• Project progress reporting
• Project strategy
Project schedule
Project Control
Gantt Chart
Project Control
PERT
 Documentation
policies and guidelines
• What documentation policies and guidelines should be
established for internal use?
• How should documentation be prepared and reviewed to
ensure quality control and responsibility for the
documentation/
• What documentation is needed to support conclusions?
• How long and where should client work papers be
retained?

Work Papers
– Purpose
– Contents
– Format
TIME MANAGEMENT

Effective Time Management

1. Be aware of time
2. Prioritize tasks
3. Anticipate tasks
4. Avoid putting off jobs
5. Break down tasks
6. Ensure deadlines are
understood
7. Be prepared
8. Support others with time management
 Time Management System
3 Essential Parts
• A guide to breaking down projects into
their component tasks
• A means of reminding when the tasks is due
to be completed
• A guide to reviewing the tasks

 One page plans – flow chart that illustrate the stage of the
project
 Tasks-to-do list – divides the project into intervals
 Job cards – splits the project into task types rather than
time intervals
 The project log – can be used as the basis of or to support
effective time management
Managing Project Shocks
Common Reasons:
 Changes in client’s interests
 Changes in the client’s business situation
 Cuts in expenditure
 Misinterpretation of information
 Loss of key people

Responding to Project Shocks:

 Be prepared
 Avoid panic
 Refer back aims and objectives
 Evaluate resource implication
 Modify plans
 Communicate
The End.....

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