Now we're going to implement the plan. We want to follow the plan. So the first thing is we have to implement those project controls. In this project, we've decided we're going to have a task list an issues, list announcements, regular meetings. And we're going to have a Gantt chart. So let's have a look at that.

On this example, intranet was created to show you how you might create project management dashboard, stroke, intranet, or the project. So remember, we have a course it shows you exactly how to build this using free software, like Google Sites. Here we go. Here's our culture change project page on our intranet. And we've got our business level objectives. We've got our project SMART goal, which is saved here.

And we've got a current state analysis and the current state spreadsheet. Now as we go to the other side, what we're going to see is that we've got a task list So this list here, everybody can access, everybody can see who is responsible for the task. But a project manager would write the task list up. Now there's an issues list as well, why is that different? As list is the tasks that need doing. They're usually in line with the Gantt chart to show you in a second.

But the issues list is as issues come up, and we need to fix something, what can we do? We can set priorities. And that's why that's on here. And that's a part of the project management dashboard for this particular project. And then we have project announcements. So with the Google Sites, we can embed a post feed where we add posts so in this instance of project give me reduce the print setting reload time, well don't do me human reduce a reload time from one hour to 20 minutes.

So that encourages people and rewards them, or when they do something positive. Then we've got a meeting. Calendar, which is a Google Calendar. So we can set up as many different ones of these as we want, we can set one up specifically for this project. And now we have that dashboard there. And then we have our Gantt chart at the bottom.

So let's just open that up. And this Gantt chart is very simple. A lot of people when they look for Gantt chart, they want a project management dashboard. That is not what this is. Most projects, a simple Gantt chart like this will be sufficient. And all it's telling us is we've got all of the tasks we've got is going to start here needs to be finished by this date, this date, and then this date.

We can then order the task of what needs doing come by when and we can keep track. So we've got setup continuous improvement team, we've got trained first line managers create continuous improvement ideas mechanism, and then after that, we can train our shop floor workers. And then we've got color code. So we've got inactive, complete and active. So for instance, these are all inactive because we haven't started. But if we was working on seventh and eighth, we'd be active, we might change these to agree.

So that's just a really simple way of setting up a Gantt chart. Very easy to do. And you can get more and more complex if you want to automate it. But for most projects, something as simple as this is going to work. Today we have we have our project management dashboard. We communicate all the information that everybody nice to see.

And we're making sure that we've got control over what's being done, what issues there are, we're rewarding people and making sure that we're tracking all the important meetings events, and also looking at our current state and Gantt charts to give us a project timeline now so you could move these elements around on the page to where we felt they would be appropriate to be. But that's why it's important to have a project management dashboard like this one, because now you can actually see what's going on in the project. And everybody else can see it as well. So when it comes to reporting, this is a reporting tool, that's actually life. To get going, the project manager would create the initial tasks list and assign them and book the meeting days in the calendar, create the Gantt chart, and that's going to get us kicked off and get our project actually going get it alive.

Now one of the things we do have to be careful of and watch for is list addiction. Now list addiction is where we sit there staring at the list all day. So if we're sitting there staring at the project management dashboard or the list, then we're really really not in the right place. And yes, we Can I have a Gantt chart with all these nice colors? if things aren't getting done, it's not really serving its purpose. So we want to focus on task completion.

And if you're using a report based system, you've got to update that on a regular basis. As I said earlier, if you're using an internet system, like we just showed you, that is, in effect, a report system, but maybe other than a monthly summary, but to email, the upper management, we've really got the report system in place that we need. What we need to have a look at now is intervention events. So we want to keep an eye on intervention data by task completion, issue resolution and Gantt chart timelines. So there's going to be times when we need to intervene when the project is not going the way we want it to. And the way we can see that is by keeping a close eye on these elements so there's two types of invention.

In our implementation stage, there's the small decision time with a big decision time. So the small decision time is want to amend the project adapt, change, increase expenditure, maybe using our contingency funds. So this is anything that is not going to affect the main deadline or increased costs beyond a contingency fund, we might have set up for this particular project. So we can modify the smaller tasks and the project management team can do that autonomously, with small decisions. Now, when it comes to the larger decisions, big decision time, that's major failings, that's going to affect the completion date. When that happens, it's not a case of adjusting the project and some of the the possibly the timelines of the project.

This is time to revisit our smart girl so what does that mean? That means the project Just failed at one point or another, so we need to go back and rewrite and amend our original SMART goal. We need to communicate that new goal. But we can manage expectations. And everything we want to do is want to make sure we track changes. So version two of the SMART goal is different version one.

And we need that. So as the project moves along, if we have to make major interventions on a large project three or four or five times, then we want to track all of those changes. And we can see that by looking at the SMART goal and how that's moved, shifted and changed. And we also want to make a note of the major interventions and the reason why we're changing smart