Calsta’s project management team specialise in successfully delivering complex projects ranging in size and industry while ensuring quantifiable benefits are realised. Our team expect to be held accountable for discreet project deliverables through to full project lifecycle ownership.
Research shows projects rarely see early finishes primarily due to three causes:
- Student Syndrome: People will only apply themselves to the task in hand at the last moments before its due.
- Parkinson’s Law: Work expands to fill the time allocated.
- Poor Multitasking: lost productivity due to context switching.
Consequentially, as project time increases, so does total project cost.
Using our innovative approach to project management, based on the Project Management Institute’s Project Management Body Of Knowledge (PMBOK), we ensure all requirements are met and resources are utilised effectively to deliver our projects to stakeholder and sponsor satisfaction. We achieve this through assessment of the primary drivers behind the desired project to develop a detailed success criterion, incorporating the triple constraints of time, cost and scope with quality.
An effective tool for executing, monitoring and controlling projects is vital for any project. Our team can provide a responsive schedule capable of handling risk, cost, time and scope control while handing the critical path and competing resource. This is achieved by using our dynamic scheduling and requirement gathering processes.
Iteration of the business case is often required and often overlooked. Key tasks include stakeholder analysis, establishing communication plans, setting accountabilities and responsibilities and performing qualitative and quantitative risk analysis.
As project management has evolved from the discipline started in the 1950’s, project managers are now required to hold and maintain a much broader skillset. The previous dedication to the “Hard” skills to manage project time and cost are no longer adequate for project managers to successfully coordinate people and resources, and manage stakeholder expectations as well as performing activities of the project.
Our team can provide total project management execution by utilising our wide range of skills gained over many years and our hands on approach to “getting stuff done”. Alternatively, our team can be called upon to provide assistance, mentoring and coaching to project execution teams to gain traction and get projects back on track.
Monitoring and Control Process
As projects are usually unique and rort with uncertainty, it is inevitable the project deployment plan will deviate in some form during the project life cycle. Through implementation of a continuous monitoring process, utilising performance metrics determined during planning, any deviation can be quickly captured and controlled returning the project to baseline.
Our team are often required to implement and coordinate corrective or preventative actions to bring the project back into compliance with the project management plan. In order to reduce or control overhead, management-by-exception and other techniques such as Earned Value Management are utilised.
Closing a project is critical to organisational success due to the requirement to gain knowledge of previous project events and to satisfy legal obligations such as closing out procurement or resource contracts. Often an organisation’s pipeline of projects prohibit managers from finding the time to adequately capture lessons learned from current projects and successfully close out.
Our team provide Post Project Appraisal services to provide an objective evaluation of the project highlighting the areas of success and areas for improvement. Capturing previous mistakes is vital to prevent the same occurrence in the future.
Project scope management is often considered the most important knowledge area in project management as the inclusions and exclusions set the baseline for budgeting and scheduling as well as ensuring completed work is to a standard quality without unnecessary scope creep.
Our team utilise various methodologies for requirement gathering to ensure all stakeholder’s needs are acknowledged. We use gathered data to create the Work Breakdown Structure and Scope Statement to ensure a solid baseline is set and followed becoming the roadmap for completing the project.
Project time management is required in all projects wether the constraints are completion date or cost. It is well documented that when a project goes over the initial schedule baseline the initial cost baseline is also exceeded. Experienced estimating and advanced schedule development can be the difference between a project being a success and a failure.
We recognise since no two projects are exactly the same, no schedule can be the same. Our team utilise the dynamic scheduling model to provide a responsive schedule allowing the project manager control of the project deliverables and easy access to data such as Earned Value or Estimated At Completion costs.
Project cost management is vital for ensuring a project meets the Return On Investment criterion on which it was approved. As the goal of most organisations is to make money now and into the future, completing projects within budget is tied deeply to the strategic values.
Our team use the dynamic schedule model to create a time phased budget granting the project manager full visibility into the project’s cost performance index. Research has proven that by 20 percent of schedule completion, the project’s cost performance index will not change by more than 10 percent.
Project quality management works to ensure the project requirements are met and validated. A comprehensive quality assurance and quality control system is required to ensure deliverables meet the standard set out in the initial scope. In the context of ISO compatibility, quality management seeks to minimise variation and to deliver results meeting defined requirements.
Our team can provide external quality assurance through auditing, implementation of continuous improvement techniques such as PDCA (Plan Do Check Act), Six Sigma, the LEAN toolbox and through assessment of the total Cost Of Quality.
Project stakeholder management details the people with the ability to impact the project in a positive or negative way. By correctly identifying and analysing stakeholders, we are able to manage them in an appropriate manner which can mean the difference between success and failure.
Our team performs stakeholder identification, analysis and communication planning to ensure all involved parties are adequately informed of the project requirements without increasing the modern issue of information overload.
Human Resources Management
Project human resource management acquires the project team and sets individuals with roles and responsibilities. Through transparency and team member involvement in human resource management planning strengthens their commitment to the project.
Our team consist of the right people for the task at hand and are committed to the holistic organisational success. This worldly view point adds to the realised value by ensuring all acts are in the interest of the organisation, not just the project activity.
Project communication management creates the plan for dissemination of information throughout the project lifecycle. The information contained in the communications becomes part of the project knowledge database for future reference.
Our team, through removal of barriers to effective communication, provide information required by stakeholders whether in the form of meetings, presentations or reports while ensuring confidentiality is maintained. We acknowledge globalisation and use innovative technologies to ensure effective communication regardless of geographic disbursement of projects and personnel.
Project procurement management defines the requirements to purchase or acquire products, services or results from outside the project team.
Calsta’s team have the prerequisite skills and deploy proven methodologies to capture maximum value in any procurement activity. Single negotiations with a single source supplier have delivered hard dollar savings in excess of USD 20million for a Calsta client while maintaining a healthy long term relationship between end user and supplier.
Project risk management identifies, assesses and mitigates potential issues before they have the ability to negatively affect the project. Project risk management also identifies opportunities to increase the likelihood and impact of positive events in the project. To be successful, an organization should be committed to addressing risk proactively and consistently throughout the project.
Our team uses quantitative and qualitative risk analysis to determine areas which require preventative or corrective actions to reduce the likelihood of negative events and increase the likelihood of negative events. Early identification of risks in the planning phase can allow for a buffer in the form of a contingency reserve to mitigate or reduce the outcome in the event the risk occurs and becomes an issue.
Project integration management between projects, programmes, other business functions and external parties can often become complicated. With a demand to increase resource utilisation, projects are often left fighting over valuable resources. This makes it increasingly important to detail a project plan capable of dealing with issues expected to occur. Integration is vital from project initiation to project closing.
Our team assess the project schedule, budget and scope documents to ensure all elements are integrated with the project and organisational needs.