Presented 11/12/2010

1. Monitoring and Controlling
Your Project
Tom Milner, PMP

2. 2
Objectives
At the end of this session you will be able to
Monitor and Control Changes in your Project
Evaluate the Impact of Proposed Changes
(scope, schedule, and cost)
Control the Flow of Changes in your Project
Stop Worrying and BE IN CONTROL
Earn Your Pay as a Project Manager

3. 3
Road Map
Plan A
Project goes As Planned
Plan B
Changes from the Peanut Gallery
Plan C
Risk Happens

4. 4
Project Goes As Planned
Plan
Do
Check
Act

5. 5
Process Groups
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition,
©2008 Project Management Institute

6. 6
Process Groups
Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition,
©2008 Project Management Institute

7. 7
Process Groups
Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition,
©2008 Project Management Institute

8. 8
Initiating
Project Charter
Issued by sponsor
Authorizes existence of a project
Gives project manager the authority to
– Apply organizational resources
– Conduct project activities
Like a contract

9. 9
Planning
Project Management Plan
Defines how a project is:
– Executed
– Monitored and Controlled
May include other plans and documents
– Scope / Requirements
– Schedule Baseline / Milestones
– Budget / Cost Performance Baseline

10. 10
Executing
Direct and manage project execution

11. 11
Monitoring & Controlling
Monitor and Control Project Work
Perform Integrated Change Management

12. 12
Road Map
Plan A
Project goes As Planned
Plan B
Changes from the Peanut Gallery
Plan C
Risk Happens

13. 13
Project Goes As Planned
Plan
Do
Check
Act

14. 14
Project Goes As Planned
Plan – Set the Baseline
Do – Execute Project Activities
Check – Compare actual vs. planned project
performance
Act – Take corrective action

15. 15
Project Goes as Planned
Plan – Set the Baseline
Do – Execute Project Activities

16. 16
Project Goes as Planned
Plan
Do
Check – Compare actual vs. planned project
performance
– Tollgate Review
– Earned Value Analysis

17. 17
Tollgate Review
LaunchTest
Develop-
ment
DesignAnalysisConcept
CloseImproveAnalyzeMeasureDesign

18. 18
Earned Value Analysis
CV=EV-AC
SV=EV-PV
EV: Earned Value – As of today, the estimated
value of the work actually accomplished
PV: Planned Value – As of today, the estimated
value of the work planned to be done
AC: Actual Cost – As of today, the actual cost
incurred for the work accomplished
CPI=EV/AC
SPI=EV/PV
Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition,
©2008 Project Management Institute

19. 19
Project Goes As Planned
Plan
Do
Check
Act – Take corrective action
– Within tolerances, no formal change request
– Outside tolerances, Project Manager enters a
Change Request

20. 20
Project Goes as Planned
Take corrective action
Tolerances
How far off before you fix it
– 3 days late
– 10% over budget
Measure each major deliverable
Or whole project?

21. 21
Project Goes as Planned
Measure each major deliverable
Or whole project?

22. 22
Project Goes As Planned
Plan
Do
Check
Act

23. 23
Road Map
Plan A
Project goes As Planned
Plan B
Changes from the Peanut Gallery
Plan C
Risk Happens

24. 24
Changes from the Peanut Gallery
Integrated Change Management
Change Request Form
Change Control Board
Manage Baselines
Only Approved Changes are Implemented

25. 25
Changes from the Peanut Gallery
Change Happens in all projects
Change Requests Come from Stakeholders:
– Project Manager
– Sponsor
– Team Members
– Customer
– Regulators
– Peanut Gallery
Only Approved Changes are Implemented

26. 26
Change Control Board
Meets to review change requests
Approves or rejects change requests
Roles are clearly defined and agreed upon
by appropriate stakeholders
All board decisions are documented and
communicated to stakeholders
for information and follow-up actions
Only Approved Changes are Implemented

27. 27
Manage Baselines
Approved changes are documented and
added to the project plan
Manage baselines to include these changes
– Scope baseline
– Schedule baseline
– Cost baseline

28. 28
Changes from the Peanut Gallery
Integrated Change Management
Change Request Form
Change Control Board
Manage Baselines
Only Approved Changes are Implemented
This Protects the Project Manager

29. 29
Road Map
Plan A
Project goes As Planned
Plan B
Changes from the Peanut Gallery
Plan C
Risk Happens

30. 30
Risk Happens
Change requests can result from risks
An uncertain event or condition that, if it
occurs, has a positive or negative effect on a
project’s objectives

31. 31
Risk Happens
Risk Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitoring and Control Risks
Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition,
©2008 Project Management Institute

32. 32
Risk Happens
Strategies to Manage Risk
Avoid
Transfer
Mitigate
Exploit
Share
Enhance
Acceptance
Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition,
©2008 Project Management Institute

33. 33
Risk Happens
Risk mitigation may require action
Project Manager submits a change
request
Change Control Board reviews request
Approved or Rejected
Communicate to Stakeholders
Adjust Baselines

34. 34
Risk Happens
Change requests can result from risks
An uncertain event or condition that, if it
occurs, has a positive or negative effect on a
project’s objectives

35. 35
Road Map
Plan A
Project goes As Planned
Plan B
Changes from the Peanut Gallery
Plan C
Risk Happens

36. 36
Project Goes As Planned
Plan
Do
Check
Act

37. 37
Changes from the Peanut Gallery
Integrated Change Management
Change Request Form
Change Control Board
Manage Baselines
Only Approved Changes are Implemented
This Protects the Project Manager

38. 38
Risk Happens
Change requests can result from risks
An uncertain event or condition that, if it
occurs, has a positive or negative effect on a
project’s objectives

39. 39
Objectives
At the end of this session you will be able to
Monitor and Control Changes in your Project
Evaluate the Impact of Proposed Changes
(scope, schedule, and cost)
Control the Flow of Changes in your Project
Stop Worrying and BE IN CONTROL
Earn Your Pay as a Project Manager

40. Monitoring and Controlling
Your Project
Tom Milner, PMP
rtmilner@kc.rr.com
Any Questions?