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| | | | | Consistent With last week's expectations Future programme undertaken in same time Equipment defects
Review of special action teams progress | In line with programme
Costs left to go within cost to completion budget
Review of savings opportunities | Number raised
Number solved
Number with plan to solve
Number without resolution help required
Critically | Review of risk register- probability of future risks being realized
Review of new realized risks
Review of risks aversion strategies
Review of special action teams progress | Review of all KPI's appropriate to Project Manager | | Review in more depth during meeting if answers not on programme/costs or as expected. particularly critical variances. |
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FIG. 9 The Project Manager's weekly meeting topics: Every element of the program was reviewed weekly to ensure that the correct progress was being made. |
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The changes introduced had a major impact on the company organization and on the structures reporting, internally and externally, to subcontractors and the customer. The path to success was difficult, and many staff members could not cope with the changes, in particular, where first level managers were promoted to be TGMs in the initial change. Some of these new TGMs had difficulty cutting the link between with the actual workers and could not cope with reliance on management information as they were now managers of managers rather than managers of doers. |
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Initially, the customer was skeptical because of great influence in the project direction without the burden of responsibility. The customer also thought that the accounting side might be a potential problem because postcontract audits, in the past, had been able to delve into the cost of individual items, such as ball point pens! This was not the sort of detail that was necessary to manage the project, and the changes created larger packages of work that could not be so easily assessed. Although it was difficult to persuade the customer that the new methodology was going to create a success without its direct involvement in industrial decisions, when successful results started to become obvious, the customer became very enthusiastic. The success increased throughout the project (which lasted six years |
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