E2 - Shortnotes - EM Revision KIT

Wisdom Business Academy
Project stages
Enterprise
Management
Project and
Stages
Principals of project
Management
Concept of strategy
formulation
Strategic
Analysis
Competitive
Environments
Development in Strategic
Management
Make YOU PASS with Tharindu EM revision KIT
Alternative approaches to
strategy formulation
WHAT IS STRATEGY??
A
2
purpose
What?
Corporate
Competitive
advantage
Action plans
Business
Functional
How ?
Support
3
Rational strategic planning process

Mission
General
Analysis
Objectives
Strategies
Objectives become increasingly

SMART
All embracing
Strategic
Goals
Specific
Detailed targets
Specific
Measurable
Attainable
Relevant
Strategic
Tactics
Implementation targets
Implementation
Operational
Plans
Time- bound
Action targets
4
Advantages and disadvantages of the rational

(Formal Approach)
Identifies key issues
Bureaucratic and inflexible
Goal congruence
Strategies emerge
Long term view
Improves stakeholder perception

Provides basis for strategic review
Costly and time consuming

Inappropriate in dynamic markets
5
Alternatives to the rational approach

Resource based
view
Easy to
copy
Logical incrementalism
Hard to
copy
Small
Steps
competencies
Threshold
Core
Emergent
resources
Basic
emergent
Unique
intended
deliberate
realised
unrealised
Mission and Objectives

Mission
Overriding purpose
Goals
General Intention
Objectives
Critical Success Factors
Key Performance Indicators
S.M.A.R.T
Things that must go right
Measurable targets
7
Mendelows power/interest matrix
Minimal
effort
Keep
informed
Keep
satisfied
Key
players
High
power
low
Stakeholders
low
interest
Those persons and organizations
that have an interest in the strategy of an organization.
high
8
Assessment of the competitive environment

Porters
diamond
Porters Value Chain
Resources audit
External
analysis
Internal Analysis
Porters
5
forces
P
E
S
T
E
L
Corporate
appraisal
(SWOT)
9
Internal analysis
Resources
audit
WHAT WE
ARE GOOD AT
THRESHOLD
Minimum requirement to
operate within a market
CORE
The basis for competitive

advantage
COMPETENCIES
BASIC
WHAT WE
HAVE
Similar to competitors/
easy to copy or obtain
RESOURCES
UNIQUE
The more unique, the

stronger the competitive
position
Value chain
Support activities
Inbound
logistics
Operations
Outbound
logistics
Marketing
and Sales
Service
10
External analysis
Demand conditions
New
entrants
Power of
buyers
Rivalry
Substitutes
Factor conditions
Porters
diamond
Related and supporting
Strategy, structure and
industries
rivalry
Power of
suppliers
P OLITICAL
E
CONOMIC
OCIAL
ECHNOLOGICAL
COLOGICAL/ENVIRONMENTAL
EGAL
Porters 5 Forces
11
Contemporary thinking on strategy

hierarchy
distributors
suppliers
Network organizations
finance
In house
manufacturers
Asset specificity
Strategic
alliances
Complex forms
solution
Sub
contracting
Complex
forms
merges
Drafting and
enforcing
contracts
Transaction
cost view
Monitoring
the contract
outsourced
solution
hierarchy
12
ENTERPRISE MANAGEMENT Strategic Management and the competitive Environment

Exam Tips
There is no one single best way of doing
strategic planning. When evaluating which
approach is most appropriate in an exam
question, make sure you justify your choice by
reference to the details in the scenario.
Make sure you know the models for

internals and external analysis and be able
to apply them to the given scenario
Look at the whole organization in the

longer term. Aim to achieve sustainable
competitive
advantage,
considering
stakeholders and ensuring a good fit with
the environment.
Be able to discuss what critical success
factors or objectives an organisation
should set in order to achieve its
strategic goals
13

Past exam questions
Around 30% of the exam paper will come from the strategic management section. Popular
topics are discussing the approaches to strategy and the various analysis techniques. The
following questions are from the E2 paper, but most of the old syllabus p5 questions are
also worthwhile reviewing.
Rational approach MT (specimen)
Examiners comments (from May 10):
Levels of strategy (May 10)
Not enough breadth of knowledge
Stakeholders OD (specimen)
Lack of theoretical knowledge
Competitor analysis FX (May 10)
A general lack of preparation
5 Forces CN (specimen)
Remember all parts of the syllabus are

examinable
SWOT PC (Nov 10)

Porters diamond SCO (Nov 10)
14
CORPORATE GOVERNANCE,SOCIAL
RESPONSIBILITY AND ETHICS
Enterprise Management
15

Profit
People
Agency Problem
Planet
OECD
Social
Responsibility
Corporate
Governance
Corporate
Governance
Social
Responsibility
and Ethics
Ethics
Professional ethics
Levels
Approaches
16
ENTERPRISE MANAGEMENT Corporate governance, social responsibility and ethics

Corporate governance
Companies are
Owned by
shareholders
The OECD 5 principles of corporate

governance
Run by
Directors
Right of shareholders
Equitable treatment of shareholders
The role of stakeholders

Corporate governance is the
system by which companies are
directed and controlled
Disclosure and transparency

Responsibility of the board
17

Ethics
Approaches
Ethics can be define as
Integrity based
The discipline dealing with what is

good and bad and right and wrong
or with moral duty and obligation.
Compliance based
Many ethical dilemmas involve a

conflict of interest between stakeholder
groups.
Code of conduct
Professional advisors
18

Levels of ethics:
Professional Ethics:
Objectives
Corporate
ONFIDENTIALITY
BJECTIVITY
ROFESSINAL
ROFESSIONAL COMPENCE AND

DUE CARE
Group
Individual
NTERGRITY
ECHNICAL STANDARDS
19

Social responsibility
Corporate social responsibility (CSR)
Corporate social responsibility is one

aspect of business ethics and is
concerned specially with the ways in
which an organization exceeds the
minimum obligations to stakeholders
specified through regulation and
corporate governance.
Triple bottom line reporting
Profits
Planet
People
20
Exam tips
Corporate governance is viewed as how directors run companies.
Know the main corporate governance rules and be able to identify problems
in a given scenario, and explain why the y are a problem.
Ethical policy should outline what activities the organization deems to be
acceptable
Corporate social responsibility is the deliberate inclusion of the public into
the corporate decision making, and the honoring of a triple bottom line:
people, plant and profit.
Pros and cons of CSR
21
Past exam questions- corporate governance, social responsibility

and ethics
Around 30% of the exam paper will come
from the management of relationships
section, of which corporate governance,
social responsibility and ethics makes up
a small part. All 3 areas have been
examined in the past.
The following questions are from the E2
paper, but most of the old syllabus P5
questions are also worthwhile reviewing.
CSR-PW (May 10)

A popular CSR question requiring a
discussion on the pros and cons of
adopting a CSR approch .there is an
argument against CSR as it is costly in
the short term , but it may give the
organization sustainability in the
longer term. Be able to present a
balanced argument.
Corporate governance SP Co
(specimen)
A scenario based question requiring
students to identify and discuss the
corporate governance issues. It is
important to notice the verb discuss ,it is
not enough to simply list the issues.
Remember all parts of the syllabus are

examinable
22
Management of relationships
organizational culture
Enterprise management
23
LEVELS
INFLUENCE
CLASSIFICATION
Organizational
Culture
MANAGING
WHAT IS
CULTURE?
24
Organizational culture
culture can be defined as the way we do things around here(Handy)
LEVELS OF CULTURE(SCHEIN)
Influences on culture
Artifacts and
creations
Seen, heard and

observed
Size
Technology
Diversity
Age
History
Ownership
Identified from stories

Values and beliefs
basic assumptions
Deeply embedded
25
Models for categorizing culture
Deal and Kennedy
Power
Person
Handys
cultural
types
Role
Task
26
Natural culture
Hofstede identified 5 dimension along which natural culture seems to vary
How much people

accept an unequal
distribution of
power
Power
distance
Long term
orentaion
How much people
value long
standing rather
than short term
values and
traditions
National
culture
Individualism
/ collectivism
uncertainty
Masculinity/
femininity
How much people prefer looking

after themselves rather than
looking after others
How much
people values
rules and
stability over
risk and
adventure
How much people

prefer male values
(power, achievement,
assertiveness etc.)
over female values
(relationships,
sensitivity, concern
etc.)
27
Exam tips- organizational culture

There are a number of
models and theories on
culture . It is important that
students are main familiar
with them. The main ones
are:
Handy
Schein
Deals and Kennedy
Hofstede
There are others
Ensure you can explain the

influences on culture, be
able to identify different
cultures from a scenario
and be able to suggest
changes to existing cultures.
Hofstedes model can be
useful when companies are
considering expanding their
operation overseas.
28
Past exam questions-organizational culture

Around 30% of the exam paper will come from the management of relationships section, of
which culture makes up a small part. Culture has been a popular exam topic
The following question is from the E2 paper, but most of the old syllabus P5 questions are
also worthwhile reviewing
culture KCC (may 10)
A scenario based question requiring students to identify the original culture of an

organizational and to comment on the changes to the culture as the organization has
grown.
The question mentioned role culture, which
suggested the handy model. It is important to
be familiar with the models in the texts are they
are often used to enhance answer.
Remember all parts of the syllabus

are examinable
29
Management of relationshipsmanagement and leadership

30
Classical
theories
Definitions
Management
and
leadership
Leadership
Human
relations
school
31
Management and leadership definitions:

POWER ability to expert influence
French and Raven defined 5

source of power:
AUTHORITY right to expert influence

RESPONSIBILTY obligation to performs
DELEGATION tasks passed to another to
perform (note: the authority is
delegated with the task, but the
responsibility cannot be delegated)
LEADERSHIP influencing others to act
in a particular way
Reward
Legitimate
Coercive
Expert
Referent
32
Scientific management
Well trained employees
A fair days work for a fair days pay
TAYLOR
Work study method
Co operation
Division of work
CLASSICAL
THEORIES
leadership
Rules and regulations

Specialisation
WEBER
FAYOL
14
principles
of
managem
ent
Order
Unity of command
Hierarchy
Bureaucratic
management
Administrative
management
33
Human relation school
Hygiene factors
motivators
Prevent dissatisfaction
Environment
Wages
supervision
Prevent dissatisfaction
Responsibility
Advancement
recognition
Maslow
Experimenter effect
Human
relations
schools
HERZBERG
Mayo
Increased motivation
HAWTHORNE
EXPERIMENT
MOTIVATIONAL /
HYGIENE FACTORS
34
Management and leadership

The role of the manager (fayol)
The role of the leader
Forecasting and planning

Organizing
Co- ordinating
Commanding
controlling
Encouraging
Motivating
Developing
Inspiring
creating
A leader is one who gets
people to do things willingly
35
charismatic
Leadership
Types of
leader
NO ONE RIGHT WAY
traditional
situational
Contingency
theories
(Adair)
appointed
functional
Leadership
Trait theories
Likert
McGregor
Lewin
Tannenbaum
and schmidt
Black and
Mouton
Style
theories
physical
personality
social
36
Leadership
Dictatorial
management
LIKERT
Exploitive
Authoritative
inclusive
little or no
Participative
LEWIN
Authoritarian
Democratic
McGregor
Theory X
Theory y
Laissezfaire
Tannenbau
m and
Schmidt
Tells
delegate
s
Abdicate
s
Blake and
Mouton
(9,1)
(9,9)
(1,1)
37
Leadership
LEWIN
PRODUCTIVITY
SATISFACTION
Democratic manager makes

MOST PRODUCTIVE
decisions with group participation
MOST SATISFIED
Laissez-faire manager leaves

group alone
NEXT MOST PRODUCTIVE
NOT SATISFIED
Authoritarian leader tells group

what to do
LEAST PRODUCTIVE
LEAST SATISFIED
Mc GREGOR theory X
Theory Y
Managers assumes people do

not want to work, dislike
responsibility and cannot be trusted.
Managers assume people want to

work, are motivated and seek self
achievement.
38
Tannebaum and Schmidts leadership continuum

Dictatorship
Area of freedom for managers
Abdication
Area of freedom for subordinates

Increase
Increase
Manager .
Able to make
unchallenged
decisions
Persuade
workers
to accept
Presents
decisions
invite
questions
Present
draft
decision
Tells and
sells
Tells and
talks
consults
Present
problem
decision after
worker input
Gives limits
all
discuss
group
decides
Group
decides and
discuss on
their own
Manager .
Tells
Involve
Delegates
Abdicates
39
Blake and Mouton managerial grid
Country club
Team
Middle road
Impoverished
Task oriented
40
Adair action centered leadership
Group
maintenance
roles
Communicating
Team building
Disciplining
Peace keeping
Standard
seeking
Task roles
Initiating
Information
seeking
Diagnosing
Opinion seeking
Evaluating
Decision making
Task
needs
Group
needs
Individua
l needs
Individual
maintenance roles
Goal setting
Feedback
Counseling
developing
41
Exam tips- management .

and leadership
Ensure that you

understand the concepts
of power, authority,
responsibility, leadership
and delegation.
Thinks about the different

theoretical perspectives
on management ;
consider their application
and relevance to the
question you are
attempting
EM- Tharindu Ameresekere
Consider the
challenge of the
global business
environment and
how this impacts a
manger .
Do not be afraid of
giving your opinion as
long as it is relevant
to the question.
42
Past paper questions- management and leadership

Around 30% of the exam paper will come from the management of relationships
section, of which management and leadership makes up a considerable part. This part
of the syllabus includes all the management and leadership theories which have been
examined many times.
The following question is from the E2 paper, but most of the syllabus P5 question are
also worthwhile reviewing .
Staff performance/moral- YR Hospital (Nov 10)
A scenario based question requiring students to identify and discuss problems within
an organization using relevant theories and models. A variety of answer is possible
here, depending on which models the student used. The most obvious model was
Herzberg ,but others could also have been brought in . It is essential that students
have a good understanding of the various management and leadership models so that
they can provide a well argued answer .
REMEMBER All parts of the syllabus are examinable.

43
Management of relationshipsrelationships in the working

environment
44
Problems
Meetings
Conflict
Methods
Teams
Communication
Management
of
relationships
Finance
function
Belbin
Tuckman
Negotiation
Mentoring
45
Stages of group formation

TUCKMAN
DORMING(RECENTLY
ADDED
PERFORMING
NORMING
STORMING
FORMING
46
Belbin-team roles
shaper
leader
plant
Belbin-team
roles
finisher
Team
worker
Monitor
evaluating
Resource
investigator
Company
worker
47
conflict
Conflicts is any personal divergence of

interests between groups and individuals
Types of conflict
horizontal
Between groups and departments at the same level

hospitality
Time
wasting
Symptoms of
conflicts
Lack of cooperation
v
e
r
t
i
c
a
l
Between
individuals
and group at
different
levels in the
hierarchy
frustration
48
Managing conflict-The Thomas kilmann conflict mode

instruments (TKI):
Depersonalising conflict and resolving
low
Assertiveness
Avoiding
Competing
Accommodating
Collaborating
High
Low
High
Co operativeness
49
Communication
Barriers to good communication
Unclear message
Omitting information
Using jargon/inappropriate
wording
Inappropriate medium used
Sending mixed messages
Sending too much information
Using emotive words
noise
Negotiation
preparation
opening
bargaining
closing
50
Meetings
Clear purpose
Discussion
Summarise
results
Suitable time
and location
Publish
minutes
Correct
attendees
Effective meeting
51
The finance function

Strategic decision making
Information for
decision making
Focus on value adding activities
Authorities
Investors
External
stakehold
ers
The
finance
function
BP( business
process
outsourcing)
Access to external
expertise
External auditors
Specialization
Consistency
SSC(shared
service
centers)
Cost reduction
Internal outsourcing
52
Monitoring
A guide
A trainer
Mentor
Benefits of mentoring
improved motivation
Development of skills
Less staff turnover
Faster career
progression
A tutor
An
advisor
A sounding
board
53
Exam tips
Remember individuals join groups in order to satisfy

some important need.
A team is a small number of people with
complementary skills who are committed to a
common purpose.
Ensure you understand how groups forms and the
various roles that may exist within a team.
Think about the importance of good communication
and the ability to negotiate in all situations.
54
Exam tips
Around 30% of the exam paper will come from the management of
relationships section, of which management and leadership makes up a
considerable part. This part of the syllabus includes teams ,conflicts
,communication and negotiation. All these areas have been examined many
times.
The following question is from the E2 paper, but most of the syllabus P5
question are also worthwhile reviewing .All questions are scenario based.
Conflict/team leading-RM (specimen)
This question required students to identify and
discuss the nature and sources of conflict and to
suggest how effectively lead a team.
Outsourcing the finance
department/negotiation-T4M (May 10)
This required students to explain the pros and
cons of an outsourcing proposal and discussion
on how the negotiation for this should be
handled. This was a 25 mark questions lot of
depth was required in the answer.
Conflicts-LS (Nov 10)

This required students to
compare and contrast the
main sources of conflict in
an organization.
REMEMBER all parts of
there syllabus are
examinable
55
Management of relationshipsmanagement control

56
Equal opportunities
Staff appraisal
Health & safety

fairness
Human
resources
Control
systems
Diversity
Manageme
nt control
levels
6 As
TARA
Discipline and
grievance
57
Management control
control is a primary management task and is the process of ensuring
the operation proceed according to plan (Lucey)
Levels of control
Strategic
Tactical
Operational
Emphasis on strategic planning, setting the control

environment and monitoring achievement of and
compliance with plans and policies.
Emphasis on tactical planning, establishing the control
procedures and monitoring achievement of plans and
policies
Emphasis on control of structured and
repetitive activities
58
Management control
Control system
T
A
Effective control system -6As

acceptable
ARGET
affordable
CTUAL
adaptable
EVIEW
CTION
Action oriented
appropriate
accessible
59
Aspects of management control

To provide and maintain risk
free work place.
Health and
safety
Discipline
To achieve a change in
the behavior of
employees
Management
control
Grievance
To provide a mechanism for

employees to raise
problems or concerns.
To improve the efficiency and

effectiveness of the organization
and to develop and motivate
employees.
Self
appraisal
To provide support, aid
development and improve
knowledge and work
practices.
Mentoring
Fairness
To ensure the organization acts in a
fair and non discriminatory
manner
60
Discipline
The process
Informal talk
The aim of disciplinary

procedures is to improve rather
than punish.
Suspension
Oral
warning
Written
warning
Demotion
or transfer
61
ENTERPRISE MANAGEMENT Management of relationships Management Control

Grievance
Discuss with grievance with a colleague,
HR or union representative
Grievance taken to immediate boss
Escalated upwards, HR informed
Unfairly appraised
Overlooked for
promotion
A grievance occurs when an employee feels

that they are being wrongly treated by
colleagues or supervisors
Being bullied
Discriminated
against
Colleague, HR or union representative

permitted to be involved
Time limits set to resolve issues
Right to appeal to
industrial tribunal
62

Health and safely at work Act 1975 (HASAWA)
Applies to all organisations employing 5 or more people
Organisation must
Prepare and regularly

revise a written statement
of their H&S policy
Ensure policy is
implemented
Bring the policy to

the notice of
employees
Provide training
information and
supervision
63

Staff appraisal
Benefits to Organization
Benefits to employees
Fair process for reward
Feedback about performance
Identifies candidates for promotion
Basis of remuneration
Helps asses the competence of of staff
Opportunity to discuss future

prospects
Identification training needs

Improve communication
A basis for HR planning
Provides clear targets
Monitors requirement and induction
process
Identification training and

development needs
Identifies work of merit done in
period
Provides formal opportunity for
discussion
64

Expectations
Maximizing potential
commitment
Diversity
Equity
Relevant to all
Fair reward
Disadvantages groups
Equal
Opportunity
No discrimination
Proactive action
65

Exam tips
Consider an organisation divided into 3
hierarchical levels: Strategic, Tactical and
Operational and within these decision
making levels, Control will need to be
decided.
Students tend to be familiar with

many of the control topics from their
own experience. Students should bring
their own knowledge and experience
to their answers.
An element of operational control is

individual control to ensure that they are
working hard and effectively.
Methods used to control their behavior
include: Employment contracts, appraisals,
supervision, health and safety and
disciplinary procedures.
66

Past exams questions
Around 330% of the exams paper will come from the management of relationship
section, of which management control makes up a considerable part. This part of the
syllabus includes a variety of control topics: Staff appraisal, health and safety,
mentoring, discipline, grievance and fairness. Most these topics have been examined at
some point.
The following questions is from the E2 paper, but most of the old syllabus p5 questions
are also worthwhile reviewing.
Mentoring P co (Nov 10)
A short scenario base question requiring students to
identify the process and benefits of mentoring. As
with many topics in this section, students tend to be
familiar with much of the material from their own
experiences. Should be used in this type questions.
Remember - all parts of

the syllabus are
examinable
67
PROJECT MANAGEMENT
Enterprise Management
68
ENTERPRISE MANAGEMENT Project Management

Reasons
for
projects
Feasibility
histogram
Milestones and
gates
GANNT
Risk Analysis
Project Planning
and tools
WBS
Project initiation
Software
Project
Management
Project Execution
control and
completion
Project
Management
Lifecycle
Models
CPA/PERT
Constraints
End of project
review
Success or
failure
Post
completion
69
Audit

Projects
A project is a unique undertaking to achieve a specific objective. It has defined beginning
and end. It has resources allocated to it.
Once complete, it should become integrated into business as usual.
TIME
Other constrains:
Legal
Ethical
Environmental
political
QUALITY
COST
70

Models 4-D and 7S
Discover
What gives the current system life?
Dream
What might be? Envisage the results of

the project
Design
What is the ideal solution? Design

elements and assemble them.
Deliver
Plan for continuous improvement

Structure
System
Strategy
Shared
Values
Style
Skills
Staff
71

Models - PMBOK
1. Project integration management
2. Project scope management
3. Project time management
4. Project cost management
5. Project quality management
6. Project human resource management
7. Project communications management
8. Project risk management
9. Project procurement management
72
Corporate or program management

Project
mandate
Directing a project
Starting up a
project
Initiating a
project
Controlling a
stage
Managing
stage
boundaries
Closing a
project
Managing a project
delivery
Planning
73

Project Lifecycle
74

Project Sponsor
Project brief
Allocation of
Funds, terms of
Or reference
Project owner
Project Customer
Project
proposals,
schedules
status reports
Project manager
Project team
75
Role of Project manager

Not preparing The projects Financial plan could caused disastrous Losses:
N - Negotiation
P Problem Solving
P Planning and control
C - Communication
T Technical Awareness
D - Delegation
P People Skills (motivation)
C Change management
F Financial Awareness
L - Leadership
76

Project Teams
Control the team
Ensure the teams
effectiveness
Communicate with
the team
Motivate the team
Select the team

The
Project Manager
must
Manage the team
Build the team
NOTE: Tuckmans model of team development, Belbins model of team roles and
leadership theories are relevant here.
77
Feasibility
Feasibility
Operational /
Social
Technical
Time/Risk
etc.
Economic
Feasibility study
report
Accept
Project roles
Reject
Project plans
78
Risk assessment
Likelihood
Low
Low
High
Accept
Reduce
Transfer
Avoid
Impact (Effect)
High
79
Various tools, techniques and reports are used throughout

projects, particularly at the planning stage.
Initiation
Planning
Execution/control
Completion
SWOT
WBS
Progress report
End of project review
Feasibility study
CPA
PRINCE 2
Final report
PID
PERT
EVM
Post completion audit
Risk assessment
GANNT
Histogram
Milestones/Gates
PQP
Project software is used throughout the project

80
Work breakdown structure (WBS)
Work breakdown structure
Break project down to manageable parts
Work packages
Specifies work to be done
Statements of work
Product breakdown structure
Cost breakdown structures
Who is responsible
Products required
Costing all of the above
- Forms the BUDGET
81
CPA or network diagram

A
1
18
10
8
C
E
26
4
10
18
26
4
3
6
14
Critical path: A, B, E
Est. duration: 26
Float on C or D of 8
82
How to draw a CPA
Activity
Critical path
EET
1
Milestone
LET
EET = earliest event (start) time for the next activity

LET = Latest event (start) time for the next activity
83
GANNT chart
Current time 16
A
A
B
B
C
D
E
12
16
20
24
28
84
Project management software
Other tools
The planning and control of the

project will be assisted through the
use of project software. The type of
output being produced will vary
depending on the package being used.
Scenario/ PERT consider one or

more sets of circumstances that
might occur.
They are used in a variety of ways
Planning
Estimating
Monitoring
Reporting
Examples include MS project and
project Kickstart.
Milestone and Gates One of the

main reasons for constructing a
network diagram is to improve
control and to facilitate this, a
number of milestones can be
identified. This shows how far the
project has progressed and how far it
has to run.
Histogram A stacked bar chart
showing the amount and timing for a
resource or range of resources.
85
Project control
Once only
Daily
Weekly
Mment
review
meeting
Agree
plan/
risk set
budget
Produce
baseline
plan and
risk
analysis
Phase
Review
updated
plan
Manage
plan
Raise
issues/
changes
Team
meeting
Evaluate
progress
Revise
plan
Update
plan
Collate risk
issues,
change and
progress
date
Operational
feedback
session
Phase
review
board
Operational
feedback
session
Update
plan
controls
Publish
progress
report
86
What do you control ?

A project control system enables the recognition of a problem before they become
too difficult to solve.
How elaborate a control system is depends on the size and scope of the task to be
managed, as well as the size and distribution of the team working on it.
Methods of control/ review:
Weekly progress and review

Earned value management
PRINCE 2
Post completion audit review
87
Completion
End of project
File all documentation
Final payments to suppliers
Formal handover to customer
Disband project team
Produce final report
Post completion audit

Review the success of the project
Receive users feedback
Highlight any issues with the project
Benefits delivered?
Learn from experience
End of project review

Ensure project completion as defined
Compare outcome againts PID
Evaluate performance of project:
oTime
oCost
oQuality
Effectiveness of process
Carried out several

months later
88
Was it a success or a failure?

Success
Many organizations view project management as a strategic competence, from
which they can gain competitive advantage. Excellence means continuous
improvement. An example of this is PMMM, the project management maturity
model. Given as an accreditation about how well a company has managed its
project.
Failure
Why some projects fail??

- Lack of user input
- Scope creep
- Long time scales
- Lack of testing
- Vague requirements
- Business change
89
Exam tips
Ensure you are familiar with the various PM models: 4D, 7S, PRINCE 2 and
PMBOK
Be able to identify the project stakeholders and be able to use the Mandelow Matrix
to manage them.
Know the project managers role and the skills required
Know the models of the team development, team roles and leadership theories.
These apply equally to projects.
Be familiar with the range of PM tools, use them and the benefits of using each of
them.
Know project life cycle
90

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