Project Controlling and Project Monitoring

Collage of Engineering

Project Controlling and Project Monitoring

4/23/2010 Author: Dr. Tomas Ganiron Jr 1

Monitor and Control

During all of the phases and the process groups, regular
monitoring and controls are required. These include :
 scope change management,
 change management,
 quality control,
 time management,
 budget management,
 risk management
 and contract administration.


Monitor and Control
Activities in this group are:
 Monitor and Control Project Work
 Integrated Change Control
 Scope Verification
 Scope Control
 Schedule Control
 Cost Control
 Perform Quality Control
 Manage Project Team
 Performance Reporting
 Manage Stakeholders
 Risk Monitoring and Control
 Contract Administration

What Are We Controlling?
 Progress vs. plan:
 Cost
 Schedule
 Scope
 Stakeholder satisfaction
 Changes:
 To the progress measurement baselines
 To the description of the product of the
project

Elements of Project Control

Baseline
Development

Change Progress
Control Monitoring


Baseline Development

Doubt is not a
pleasant condition,
but certainty is
absurd.
Voltaire


Four Major Baselines

 Scope baseline = product description
 Stakeholder satisfaction baseline =
project success criteria
 Cost baseline = budget
 Accrual-based
 Cash-based
 Schedule baseline = schedule


Change Control

Kelly’s Koncept
The Wright Brothers’ great insight
was that instability was necessary
for maneuverability. A ponderous
bird would not fly.


Module Overview

 Objectives of change management
 Requirements for good change
management


Types of Changes

 Scope changes (modify product
documentation and often project plan):
 Requirements change
 Clarifications
 Site emergencies
 Work changes (modify project plan):
 Resource change
 Modified approach
 Corrective action


Definition:
Corrective Action

Steps taken to align future project
direction with the stakeholders’
success measures.


Evaluating Change Requests

 All change requests are documented:
 Emergency changes are documented
after the fact.
 Non-emergencies are documented by the
requestor before being considered.
 Change requests should be documented
by the requestor.


First Level Approval
of Change Requests
 Usually provided by the project manager
or a senior team member:
 Are the expected benefits significant
enough to merit further investigation?
 Implications:
 Must have budget for this work!
 Benefits may include cost avoidance
 Organizational politics must be
considered


Second Level Approval of
Change Requests
 Usually provided by a Change Control
Board (CCB):
 Do the expected benefits outweigh the
costs?
 Implications:
 Must have budget for this work!
 Benefits may include cost avoidance
 Organizational politics must be
considered


Other Considerations

 Life cycle costing — purchase cost vs.
operating cost:
 Three-lane bridge, two-lane road
 Re-usable code
 Item costing — for quantity-based
changes:
 Fixed costs = cost to deliver first unit
 Variable costs = cost per unit


Tools and Techniques for
Change Control

 Change control board (CCB)
 Escalation procedures
 Work authorization
 Configuration management


Change Control Board

 A formally constituted group responsible
for approving or rejecting change
requests.
 Powers and responsibilities should be
well-defined and agreed upon in
advance.
 On larger, more complex projects, there
may be multiple CCBs.


Escalation Procedures

 How are differences within the team
handled?
 Can a CCB decision be appealed? Can
other decisions be appealed?
 To whom?
 Under what circumstances?


Configuration Management
 A procedure for applying technical and
administrative direction and surveillance
to:
 Identify and document the functional and physical
characteristics of an item or system.
 Control any changes to such characteristics.
 Record and report the change and its
implementation status.
 Audit the items and system to verify conformance
to requirements.


In Simpler Words

 Is the document current and complete?
 Can you prove it?


Summary of
Key Points

 Change control procedures must be
defined at the start of the project.
 Project budgets must include funds for
evaluating change requests.
 Approved changes should generally
result in updated baselines.


7-2 PM responsibility

 The Project Manager needs to measure
performance to find out how progress

 differs from plan in time to initiate corrective
action. The controlling activity often cause a
redefinition of project objectives


7-2 PM responsibility
PM produce a Status report including :
 What did we plan to achieve this period?
 What did we actually achieve?
 Why is there a difference?
 What do we plan to achieve next period?
 How are we managing existing risks?
 Are there any new risks?
 What are the current major issues?
 What are we doing about them?
 Are there any change requests to be authorised?


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