Project control & Monitoring

CE-2015
Construction Management
Presenter:
Jawad Ahmad
Department of Civil Engineering
Cecos University, Peshawar.

LECTURE
PROJECT CONTROL
&
MONITORING

CLOSEOUTDEVELOPMENT OPERATIONSDESIGN,
PLANNING
FEASIBILITY
Actual Start of Project
Organization
Estimation
Planning
Finance
Evaluation
Monitoring & Control
Changes & Claims
Quality & Reviews
CLOSEOUT
Recall: The 5 Phases of Project Management
Project Control

Monitoring & Control: A Feedback Process
Correct
Deviations
Monitoring
1. Measurement
2. Performance Analysis)
Detect
deviations
Control
1. Actions
2. Revised Plans, Cash Flows, Schedules, etc.

Project Control: The Big Picture …
Given
Project is
Off-track

Give
n
Resources for
PC (the 4-M’s)
Project is
Off-track

Give
n
Resources for
PC (the 4-M’s)
Project is
Off-track
Resources available to the Project Manager for Project Control:
- Money
- Manpower (labor)
- Materials
- Machinery (Equipment)

Give
n Mechanism and
Elements of PC
Resources for
PC (the 4-M’s)
Adjust the
resources
Adjust the project
characteristics:
size, scope, etc
Project is
Off-track

Give
n Mechanism and
Elements of PC
output
Resources for
PC (the 4-M’s)
Project is
Off-track
Adjust the
resources
Adjust the project
characteristics:
size, scope, etc
Project
brought
back on-
track
Was the Project Control successful? How can we tell?

PROJECT CONTROL DEFINITION :
Monitoring and controlling are
processes required to track, review
and regulate the progress and
performance of the project.
(to track = to follow ,to review = to go
over, to regulate = to put in order)
By monitoring and controlling – the
project performance is observed and
measured regularly and consistently
to identify variances from the project
management plan.

1. What are to be monitored &
controlled?
2. What is monitoring ?
3. What is controlling ?
4. Who does the monitoring &
controlling ?
5. What are the project aspects
they monitor & control?
6. What is document used in
Monitoring & Controlling ?

1.To monitor & control– project team & work
to be done.
2.Monitoring - collecting & measuring
performance information & assessing the
results .
3.Controlling - corrective or preventive action
to be done .
4.The monitoring & controlling – by Project
Manager & Project Management Team.
5. They monitor & control – scope, schedule
(time) & cost + Quality.
6. Document used in Monitoring & Controlling
– Project Management Plan.

MONITORING & CONTROLLING A CONSTRUCTION PROJECT
To monitor Project Objectives &
“Triple Constraints” :
• Performance
• Time
• Cost
With Quality

1)Performance/scope
Some factors affecting project performance:
• Unexpected technical problems – e.g nature of
the project beyond expectation.
• Insufficient resources when needed .
• Unexpected technical difficulties – e.g due to
site condition or soil condition.
• Client requires changes in technical
specifications.

2) Time- schedule
• Technical difficulties take longer than
planned to solve.
• Initial time estimate is not enough.
• Task sequencing is incorrect – incorrect
timing.
• Scope of work increases.
• Required material, labor/equipment
unavailable when needed.

3) COST
- Technical difficulties that require
more resources
- Scope of work increases
- Bid amount (accepted for the
contract award) is too low
- Reporting of the monitoring
results are poor/late
- Project budgeting for contractor
cash flows not done right
- Changes in market prices of the
inputs

Money
Machinery (Equipment)
Materials and Supplies
Manpower (Labor and Supervision)

MONEY AS A PC RESOURCE
Not a direct resource
Rather, used to influence the amounts
or quality of the other resources

USING EQUIPMENT FOR PC
Often used to augment labor in order to
speed up project
Can be expensive
May involve renting or purchasing

Materials and Supplies as a PC Resource
Increase in quality or quantity may be
necessary to enhance project control
Improved inventory systems for materials

MANPOWER AS A PC RESOURCE
Project problems (time delays, excess
costs, poor performance, etc.) are partly
due to the human element (action or
inaction)
 In using Manpower as a tool for project
control, PM encounters human emotions
(anger, fear, frustration, etc.)

PROJECT-
RELATED
RESOURCES-
RELATED
ELEMENTS OF PROJECT
CONTROL

3. Elements of Project Control
Manpower-related Control
Machinery-related Control
Money-related Control
Material-related Control
3A. Resource-related
Re-allocate resources

Elements of Project Control
 Manpower
Machinery
Money
Materials
Also referred to as ”Human Resource Control”
- Lay-off/fire any under-performing staff
- Hire staff with needed skills
- Assign staff with specific skills to specific
activities

Manpower
 Machinery
Money
Materials
Also referred to as ”Physical Asset Control”
- Remove any under-performing equipment
- Bring in equipment with appropriate capabilities
- Re-assign specific equipment to specific activities

Manpower
Machinery
 Money
Materials
Also referred to as ”Financial Resource Control”
- How much money should be spent?
- How should it be spent?
- PM assisted by:
- Project accountant
- Project Finance Manager

Manpower
Machinery
Money
 Materials
- Discontinue use of sub-standard material
- Seek new sources of superior material

 Options:
- Reduce project size?
- Reduce project scope?
- Terminate project?
3B. Project-related

Mechanisms of Project Control
Types of Mechanisms:
- Cybernetic
- Go/No-go
- Post-control

Project control & Monitoring

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