Youth Involvement in an Innovative Coconut Value Chain by Mwalimu Menza
Project Control Process
1. COLLEGE OF ENGINEERING
Construction Management
Group 3
By
1- Saleh Aladdadh
2- Naif Alharbi
3- Salman Almansor
Submitted to .Dr.
Tomas Ucol Ganiron, Jr
3. Advanced Control: An
Overview
I attribute my success to
this: I never gave or took
an excuse.
Florence Nightingale
3
4. PROJECT CONTROL PROCESS
Purpose : to ensure that project objectives are met by monitoring and
measuring progress and taking corrective actions when necessary
4
5. Progress Measurement
If we don’t change our
direction, we are likely to end
up where we’re headed.
Anonymous
5
7. Modern Approaches
• Smaller projects or projects with unstable
scope:
– Weekly or biweekly deliverables
– Done or not done
• Larger projects:
– Earned value
7
9. Earned Value Mechanics
• Build (and plot) your baseline
• Record (and plot) the actuals
• Measure (and plot) progress
9
10. Build Your Baseline
• Information developed by planning:
– WBS with 108 technical activities and 18
management activities.
– Estimates show that all 126 activities will
require 1 person for 1 week.
– You are constrained to have three full-time
staffers plus one half-time project manager.
– Staff and PM both cost $1,000 per week.
10
19. Other Earned Value Acronyms
• SC = BCWS = PV
– Budgeted Cost of Work Scheduled
– Planned Value
• AC = ACWP
– Actual Cost of Work Performed
• EV = BCWP
– Budgeted Cost of Work Performed
19
20. More Earned Value
Acronyms
Estimate
Budgeted At Completion
d
(BAC)
Overrun
Estimate To
Actual Cost
Complete (ETC)
Estimate At Completion (EAC)
20
21. Sample Values
Total Scheduled Cost = 3,500
Cumulative
Values
Actual Cost = 1,800 Duration =
12 months
Budgeted Cost = 900
Earned Value = 600
Time
21
23. … continued
Budget =
Estimated Overrun = 7,000
3,500
Actual
Cost Estimate To Complete (ETC) =
=
8,700
1,800
Cost Estimate At Completion (EAC) = 10,500
23
24. Interpreting Results
• Negative is bad:
– If CV < 0, you are over budget.
– If SV < 0, you are behind schedule.
• Less than 1.0 is bad:
– If CPI < 1.0, you are over budget.
– If SPI < 1.0, you are behind schedule.
24
25. Time Variance
• Earned Schedule (ES) — the number of
periods planned for the current Earned Value.
• Actual Time (AT) — the number of periods
that have elapsed since the project started.
• TPI (Time Performance Index) = ES / AT
25
26. … continued …
Scheduled Cost
Cumulative
Values
AT = 22
PD = 52
ES = 18
Earned Value
Time
26
27. … continued
• Time to Complete (TC) =
Planned Duration / TPI =
52 / 0.8 = 65 = 13 weeks late
• SPI will give similar results early in the project,
but becomes less reliable later.
27
28. Summary of
Key Points
• Earned value is the most reliable approach to
progress measurement when scope is
reasonably stable.
• Keep work-items small and short to avoid
measurement errors.
28