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Project management chart
Use
The project management chart is an important tool in the implementation phase. It is useful for:
defining the intermediate objectives of each milestone and for the detailed planning of measures
and interventions, target dates and responsibilities
assessing and documenting project progress (milestone reporting)
planning the next project phase
Instructions for the detailed planning phase
I. Establish charts for detailed planning
Establish a separate and detailed planning chart for each project phase (see Figure 1) and number it
(n) according to the general planning chart.
Figure 1: Project management table (detailed planning)
Copy the numbered project objectives from the general planning chart into the first two columns of
the management chart. This will allow you to keep a sharp focus on your objectives throughout the
project.
II. Define intermediate objectives
Think about all the strategic steps needed in order to reach each project objective. Determine exactly
where you need to be at the end of each phase in order to achieve your ultimate project objectives.
Set your intermediate objectives now and formulate them in a goal-oriented and SMART way (see
Figure 2).
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Figure 2: Intermediate objectives
Write the intermediate objective in the correct column and on the same line as its corresponding pro-
ject objective.
Again, take care to formulate the objectives clearly and according to the following criteria:
Specific (describe clearly what the envisaged change consists of and how this is to be achieved)
Measurable (the achievement of an intermediate goal can be determined)
Attractive (efforts are needed to achieve the objective)
Realistic (the intermediate objective is achievable with the available resources and within the in-
tended timeframe)
Time–framed (it is clearly stated when the intermediate objective should be reached – usually at
the next ��milestone��)
The contract with your institution or with your client might stipulate agreed criteria for abandoning
the project. Highlight the intermediate objectives that are crucial for the continuation of the project in
column 'T' (Termination).
If the need for quality improvement arises, you can also set yourself quality objectives and enter them
here. The Checklist for quality criteria can help you identify weak points of your project. Quality objec-
tives should be formulated with the same criteria (SMART) as those mentioned for project objectives
and intermediate objectives. Further explanations are in the topic Definition of quality criteria.
III. Determine measures, target dates and responsibilities
The actual planning of a project phase can start as soon as your intermediate objectives for that phase
have been set. Determine which measures are needed to achieve each objective: What activities are
actually needed in this phase of the project in order to achieve what you set out to do? Identify the
person responsible for each activity and fix a target date.
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IV. Determine evaluation needs
In order to appreciate if you have reached your objectives, some of them will have to undergo an
evaluation. Mark them in the column ��EV��. Later on, these objectives will be copied into the evaluation
table.
Instructions for ��milestone�� reporting (intermediate reports)
Each stage of a project is concluded by a ��milestone��. Milestones are important project management
tools. They provide an opportunity to reflect on successes and disappointments of the past stage; the
detailed planning of the phase ahead will start here. More information is available under the topic
Conducting milestone meetings. The tool called Milestone meetings contains guidelines for planning
and conducting such sessions.
I. Prepare tables and list for the intermediate ��milestone�� reports
Copy the tables and lists for the milestone report (see example and figure 3) after each detailed plan-
ning table. Make sure you mention the date of each milestone.
II. Check if your targets have been reached
Your detailed planning table contains a column ��GA�� (Goal attainment). Here, you can enter (in %) the
approximate attainment level of each intermediate target during a particular phase of your project.
The table ��Remarks regarding the achievement of intermediate objectives�� provides an opportunity to
document positive and negative experiences as well as difficulties and obstacles that you have en-
countered during the implementation of the previous phase.
These observations might lead you to draw certain conclusions (column ��Consequences). The column
��C/A�� gives you the possibility to distinguish between C = need for clarification and
A = need for action.
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III. Unplanned activities
Many projects will generate unplanned activities. These can be documented (and action taken, if
needed) in the second table ��Unplanned activities��.
Figure 3: Project management chart (intermediate milestone report)
IV. Final assessment
After these two tables, you will find three lists for concluding remarks. Try to draw up a comprehensive
final report at the end of each phase and draw conclusions.
V. Prospect for the future
When planning the continuation of the project, think about changes in the context or other develop-
ments that might advance the project (opportunities) or – on the other hand – impede it (threats).
Mention any as yet unresolved questions that you cannot answer yet but which might become im-
portant later on in the project.
The retrospective look at the previous phase, the critical appraisal of its achievements and the pro-
spective assessment of the project context will be the basis for the detailed planning (incl. adjust-
ments and fine-tuning, if needed) of the next phase.
Remarks
The project management chart is primarily a management tool for project leaders and will be used for
team meetings and for sessions with the advisory groupIt is not a document for your client. As a pro-
ject leader you are only accountable for the achievement of the objectives and intermediate targets
that are stated in the contract with your client.