Page 162 - Manual for Activities directed at the Underwater Cultural Heritage

© K.Vandeevorst / Flanders Heritage Agency.The timbers of the medieval cog awaiting full documentation, conservation and analysis in containers in a field near Antwerp, Belgium.
The chances of a project being interrupted, disrupted or delayed are substantial as the history
of archaeology has shown. Especially in larger, multi-year projects delays occur for many reasons: interruptions of funding, policy changes of authorities and sponsors, changes to priorities as well as the relocation of capacities in function of new urgencies. Project management should account for possible changes and elaborate contingency planning that allows for winding each project phase in a sustainable way. In the case of the so-called Doel cog (Sea harbour of Antwerp, Belgium) full excavation and field documentation were completed during the construction of a new basin for Antwerp’s sea harbour. Then the project was interrupted. The timbers of this medieval
ship awaited full documentation, conservation and analysis for almost ten years in containers in a field, gradually overgrowing with local vegetation.The analogue and digital archives can suffer from
the intermediate period, both physically and in accessibility after changes in computer technology. All the same, the cautious winding up of the excavation phase
allows for the continuation of this important project after the interruption.
the progress of each phase of a project. This will ensure that the project objectives are achieved within the planned time and budget. It also enables the identification of any deviation that might occur in each phase, which could affect the project as a whole. Monitoring a project’s progress should be a continuous process that is carried out regularly throughout the duration. However, there are key milestones that provide major evaluation points, such as before and after fieldwork.
If the assessment and monitoring process reveals an interruption or deviation in project activities or timescale, the reasons must be established. Also, the necessary rectification procedures have to be carried out. This could include modifying the project design, altering project activities or adjusting the timetable to incorporate any unexpected delays. However, in all cases, any changes or modifications in the project plan should be circulated to all members concerned and consultation with the competent authorities may be necessary.
Contingency planning for
interruption and delays
the most common error in planning is to assume that there will be no errors in the implementation.
A realistic project timetable takes into consideration possible delays and interruptions in the project 161
6
Project duration – timetable