Project Management - The Project
"NUNCA MAIS EN VIVEIRO"

von: Fatma Torun

INDEX

I. Introduction – Project “Nunca Mais en Viveiro”  1

II. Theoretical Background of Project Management 3

2.1 Definition of Project Management  3
2.2 Process of Project Management  4

III. Planning of the Project “Nunca Mais en Viveiro”  6

3.1 Activity Planning  6
3.2 Time Scheduling 7

3.2.1 Work Breakdown Structure and Analysis 7
3.2.2 Precedence Network 9
3.2.3 PERT – Dealing with uncertainty  10

3.3 Costing and Resource Scheduling  12

3.3.1 Costing  12
3.3.2 Human Resource Scheduling  13
3.3.3 Cost Scheduling 15
3.3.4 Simple Cost Crashing 17

3.4 Risk Management 19

3.4.1 Theoretical Background  19
3.4.2 Project “Nunca Mais en Viveiro” – Example of Risk Management 22
3.4.3 Preventive Strategies  23

IV. Conclusion  24

V. Bibliography 25

VI. Annex  26

I. Introduction – Project “Nunca Mais en Viveiro”

Ten years after the disaster of the Agean Sea, the Galician coast is once again threatened by an oil spill. Ten years, during which no effective measures had been put in place to prevent such disasters. “Prestige”, a 26 year old single hull oil tanker carrying 77,000 metrics tons of heavy fuel oil, began to break up in mid-November 2002 near the coast of Spain’s autonomous community of Galicia and towed out to sea, finally sinking 19th November at Cap Finisterre. This place marks the extreme western point of the Iberian Peninsula, where the Prestige has created an oil slick along the coastline of Galicia, and caused one of the major economic and environmental disasters. Fishing is the source of livelihood for an estimated quarter million families in Galicia. In addition to contaminating of the Galician coastline, Europe’s richest in fish and shellfish, the oil has spread to Spain’s northern coasts of the autonomous communities of Asturias, Cantabria and Basque Country, the French and Portuguese coasts. The “Costa da Morte” is the name given to this coastline, which has seen many shipping accidents over years.

Many people from all over the world are cleaning voluntarily the Galician coasts affected by the spill. They have been duped “the white tide” for the protective uniforms they wear and for their work in defence of the environment.1 Since it began spewing toxic fuel oil during a storm off the Galician coast on November 13th, the Prestige has been a major political headache for the Spanish government. The opposition Socialist party and local media have questioned Prime Ministers José María Aznar’s decision to send the tanker back out to the stormy Atlantic, rather than allow it into a harbour where spilling oil could be contained before the tanker broke up. Deputy Prime Minister Mariano Rajoy is responsible for the coordination of the government’s crisis team to handle the oil spill. The nature conservation department of the Galician regional department, Xunta, is working systematically towards gearing its activities to manage this crisis. Now the oil slick is threatening the “Costa lucense” (also called “Rias Altas”) will arrive in the near future at two beaches on the northern Galician coast, next to the town Viveiro.

Figure 1: Map of Galicia [Abbildung in der Downloaddatei vorhanden]

Therefore this institution started the project “Nunca mais en Viveiro”, a small project with the objective to clean up the beaches of San Roman and Xilloi. The objective of this project is to clean these beaches affected by the oil pollution. For this mission the project will provide a team with sufficient equipment to clean up the oil slicks during a period of 25 days. The project team will also provide technical assistance and collaboration to authorities on ongoing clean up operations. This report will show that good project management deals with three factors: time, cost and performance. In order to bring the many components of this project into control, a large toolkit of techniques and methodologies will be applied to the “Nunca Mais en Viveiro” operation. There will be an emphasis on risk management, which embraces the identification, evaluation and handling of risks. Risk Management is an important element of the project planning, especially within this project, because this ecological and social disaster occurred mainly due to the lack of effective measures, which could have prevent such catastrophe. The aim of this report is to perform a successful project, which fulfils the requirements of the environment, the Galician people and the official institutions.

II. Theoretical Background of Project Management

2.1 Definition of Project Management

To implement a project, it is necessary to understand some important points about project, project management and hereby the function of a project manager. According to the Project Management Institute, an international organization dedicated to advancing the state-of-the-art in the profession of project management: A Project is: “Any undertaking with a defined starting point and defined objectives the achievement of which identify completion. In practice most projects depend on finite or limited resources with which the objectives are to accomplished.”1 Project Mangement is:

“The art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participant satisfaction.”2 Consequently, the Project Manager’s must fulfil several functions: Attain the willing commitment of people to assigned tasks; Achieve the coordination and collaboration of different work groups, responsibility centres, and entire organizations, including those of the owner; Achieve cooperation by placing a high premium on reliability and timeless of information, and by discouraging unnecessary or irrelevant information; Steer the project to completion in an orderly and progressive manner; Ensure that trade-offs between scope, cost and time are satisfactory and acceptable, and are seen to be so; and Perpetuate development of personal and professional skills and the potentialities of project participants. 3

2.2 Process of Project Management

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1 WWF (2002): www.panda.org

1 See: PMI (2002), www.pmi.org

2 See: PMI (2002), www.pmi.org

3 See: Wideman (2001), p. 8.