A Siemens Company

Project Management
Introduction
Roke Manor Research (RMR) believe that excellent project management is vital to the success of our customers
projects, and we provide a comprehensive training and development programme for all our Project Managers. We
run an internal Project Manager Accreditation scheme coordinated by a cross-company team of experienced Project
Management Champions, to develop and expand our pool of project management expertise. The programme
combines formal training with mentored hands-on experience of running development projects, and culminates with
external accreditation of participants by the Association for Project Management.
Supporting our project management skills is a comprehensive and flexible set of management techniques and
processes covering the whole project lifecycle from initial bidding through implementation to customer support.
These techniques and processes are subject to continuous review and improvement as part of the companys
commitment to business excellence.
Project Managers have access to a selection of both industry standard 3rd party tools such as Pertmaster,
@Risk, etc, and internally-developed applications, with which to support the successful administration and control
of projects. These tools, which are largely computer based, facilitate the effective interaction between the
different functional departments engaged in the management of a wide variety of small and large-scale projects.
The role of the Project Manager
A Proj ect Manager i s assi gned to each proj ect,
responsible for:
Establishing and maintaining close and effective
liaison with the customers designated contact
Creating, maintaining and implementing the programme
of work within planned timescales and budget
Timely provision of all agreed project deliverables
Ensuring the project is carried out in accordance with
all applicable customer and RMR internal processes,
requirements and standards.
Ensuring the project is resourced with suitably
qualified staff from skill groups across the company,
and managing all project resources to best effect
Reporting progress against the work plan, and
communicating all relevant issues, both internally to
RMR and to the Customer
Planning
estimating
Project launch
Monitoring
Risk mitigation
and and
control
Reporting
communication
and
Delivery
and
support
Roke Manor Research Limited 2003. All rights reserved.
This publication is issued to provide outline information only, which (unless agreed
by the company in writing) may not be used, applied or reproduced for any purpose
or form part of any order or contract or be regarded as representation relating to the
products or services concerned. The company reserves any right to alter without
notice the specification, design, or conditions of supply of any product or service.
Roke Manor Research Limited
Roke Manor Romsey
Hampshire SO51 0ZN UK
Telephone: +44 (0)1794 833000
Fax: +44 (0)1794 833433
Web: www.roke.co.uk
Andy King
Tel: +44(0)1794 833528
Email: andy.king@roke.co.uk
Marketing Department
Tel: +44(0)1794 833455
Fax: +44(0)1794 833433
Email: info@roke.co.uk
Web: http://www.roke.co.uk
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For further information
please contact
COM/HC/1002/0264.1
Customer
communication
RMR seeks always to ensure the
Customer is kept well-informed of
progress on thei r contract. The
frequency and nature of progress
reports can be arranged to meet
Customer needs, and may include
video- and telephone-conferencing
as wel l as wri tten reports or
traditional face-to-face meetings.
Planning and
monitoring progress
Project plans are created for all
projects using proprietary tools.
Templates and guidance tailored
speci fi cal l y to RMR have been
established and are available to all
Project Managers, backed up by
regular internal training courses
whi ch cover the pri nci pl es and
practice of project planning.
The Proj ect Manager reports
progress on a monthl y basi s,
through hi s Busi ness Uni t
Management to the RMR Board.
Thi s i ncl udes progress agai nst
milestones, any resourcing issues
encountered, any risks envisaged
and feedback from customer
meetings. In this way, the business
management can determi ne
whether any higher-level actions
are required.
Risk management
Risks (both technical and non-technical) are identified and evaluated during project planning, and
prevention/mitigation options identified. Three-point estimates are generated for all major programmes to quantify
the effects of the risks on cost and timescale, and the programme analysed using proprietary tools to produce
probability distributions of cost and completion date.
Throughout the life of the project, positive action is taken to identify and manage new risks, and the above
techniques are applied to assist in the minimisation of their probability and impact. The Risk Register is regularly
reviewed and updated to ensure progress in risk reduction is monitored and evaluated.
Project Start-Up
Authorisation to Incur
Expenditure
Contract Acceptance
Project Completion
Monitor Progress
Take Corrective action
Monitor Cost
Manage Risks
Internal Reporting
Customer Reporting
Quality Assurance
Security Issues
Configuration
Management
Safety Issues
Deliverables
Project and Loan
Equipment
Procurement
Monitor the Project Report on the Project Perform the Project
MANAGE THE PROJECT