Self-check questions
1. What is the purpose of the expert evaluation when developing a project management
plan?
A project management plan is developed by means of the so-called expert evaluation.
Management teams and experts who will participate should communicate and work in
collaboration while developing the plan, especially when it comes to specific details
requiring special expertise. At this stage, the resources (physical and human) needed to
implement a project are determined. Although they have already been formulated at the
project proposal stage, they are updated and defined more accurately.
The opinion of project team experts or other experts who have experience and skills in
designing project activities, work packages, etc. can provide expert judgment on updating
activities.
2. When is stage-by-stage project planning applied?
Stage-by-stage planning, also known as Rolling Wave planning, is a method of project
planning, where only activities to be done in the short term are planned in detail. The next
stages of a project are only planned at a work package level, i.e. not in detail. For
instance, when developing a project with a duration of several years and/or a high degree
of complexity (factory building, comprehensive urban regeneration program, new
software development), when the information is not complete, work packages are
decomposed to a control point level. If more information is available related to the next
work package, it is decomposed into particular activities.
Stage-by-stage planning emphasizes adaptability rather than long-term planning, and
is a method similar to the Agile management methods applicable in the software industry.
3. What methods for analyzing quantitative data do you know?
Quantitative data are usually in a numerical form and are measurable – number,
kilometers, man-days, leva, etc. The methods used to analyze and present quantitative
data are:
Planned towards actual - Monitoring is focused on comparing initial plans and the
actual implementation. When there is a mismatch between them, usually what is actually
achieved is less than planned. Measures need to be taken to eliminate delays in
implementation.
Percentage/ratios - They give information about relative shares of different
components to the whole. They may be in relation to a target group or the progress of an
activity.
Trends over time and comparison between periods - Applied when seasonal variations
of the attribute (the subject area of project analysis) are observed. For instance, under a
project for an admission campaign, a comparison can be made by day with last years’
university projects. It is important to analyze comparable quantities in this case in order
for the conclusions to be credible.
Geographic differences - With multilateral projects implemented in several countries,
geographic and perhaps cultural differences are an indicator to be monitored as it can
explain the variance of the results and, on the basis of the analysis, go deeper into the
project problems.
Group differences - Differences between individuals who are part of a project target
group may be observed due to social, economic, religious, ethnic, cultural, gender, age
and other reasons. It is important to monitor things such as stimulating sustainable
development, reducing poverty, etc. when the needs of particular individuals in a target
group are different and require a different approach.
4. Specify the methods and techniques for updating project activities.
The methods used for updating project activities are similar to those used at the stage
of planning and developing a project proposal, respectively. They are as follows:
Decomposition - a tool known as a breakdown structure in the English-language
literature, where planned work packages are ‘subdivided’ into smaller composite
activities.
Stage-by-stage planning - is a method of project planning, where only activities to be
done in the short term are planned in detail.
Using templates (models) of project activities - are standard lists of activities from
previous projects that are applicable to a new project.
Expert evaluation - can provide expert judgment on updating activities.
5. What activities are carried out to monitor and control over the implementation of a
project?
Monitoring and control include (but are not limited to) the following activities:
Monitoring and control over project activities – tracking, checking and controlling
over the progress of achieving the objectives set in project management plans.
Monitoring includes status reporting, physical progress measurement, and forecasting
trends in key variables, for example, cost of resources to be purchased after a certain
period of time. It is especially important to monitor and control over the relationships
with stakeholders and to explore their tolerance towards risk.
Quality control over project outcomes, including stakeholders’ opinions and
participation and making changes in organization (capacity building, adapting
standard processes in the organization to the specific needs of a project, changing
knowledge, attitudes and practices).
Controlling over changes in a project – this is a process of reviewing and approving
changes, including the basic framework of a project (objectives, costs, duration) and
supporting documentation.
Verification of results – formal acceptance of the project outcomes – by means of an
acceptance certificate or other form of acceptance.
6. Please interpret the term verification of results.
Verification of results – formal acceptance of the project outcomes – by means of an
acceptance certificate or other form of acceptance.