202 / 252
190
CHAPTER 8
PURCHASING ANALYSIS TOOLS AND TECHNIQUES
• Identify areas where other projects (current or future) should be managed
differently.
• Keep client(s) informed of project status. This can also help ensure that the
completed project will meet the needs of the client.
• Reaffirm the organisation’s commitment to the project for the benefit of project
team members.
8.7.3 PROJECT STATUS AND THE DAILY LOG
The who/what/when status provides a good/simple means of communicating
small projects/concerns/issues on a day-to-day scale. It is also used to pull out
certain tasks from MS Project to summarise for a high-level meeting where
MS Project might be in too great a detail or confusing. An example of the who/
what/when status is the Master DOT system used by General Motors. It shows
whether or not a task will be completed on the due date. The following gives
the description of the letters used:
• Green (G) signifies will be completed by the due date.
• Yellow (Y*)* signifies it may not be completed by the due date or will not be
completed on time but does not delay the project completion (not on Critical
Path).
• Red (R)* is not expected to be completed by the due date and will delay the
project.
Corrective action investigation should take place on any task that is Yellow or
Red.
An extremely useful and simple tool for maintaining project control is the daily
project log. This takes the form of a blank notebook or a word document on a
computer. The purpose of the log is to keep a daily record of key decisions made,
key issues that need to be resolved and suggested action plans, action items,
key problems that need to be resolved, dates for resolution, responsibilities, etc.
8.7.4 ISSUES MANAGEMENT
An issue can be defined as a matter of debate (or sometimes a point of
contention). It can also be a matter for resolution. An issue can adversely affect
the duration, cost, quality and outcome of a project. An activity on the other
hand is an element of work performed during the course of a project to further
the completion of a project. An activity can become an issue if the activity is not
carried out according to plan and threatens to cause a delay to the completion
of the project or which may result in additional costs and/or time.
An ‘Issues Log’ should be used when the project manager receives information
from a member of the project team or customer identifying a programme issue.
It is the responsibility of the project manager to ensure that all critical issues are
recorded in an Issues Log, having received the information from a programme
member, customer or having identified it him/herself. In consultation with the