© SYBEX Inc. 2005. All Rights Reserved. Session 10 Project Control.

© SYBEX Inc. 2005. All Rights Reserved.

Session 10Project Control


Learning Objectives

• Understand the elements of integrated change control

• Understand the concepts behind quality control

• Understand how to perform risk monitoring and control

• Understand performance reporting


• Every project is subject to some changes

• An integrated change control system is required to manage changes in an organized fashion

• Refer back to the extensive documentation created during the planning phase

• There may be a formal change control committee involved with large projects

Integrated Change Control


Scope Change ControlThe management and documentation of any changes to the project scope. For example:– While reviewing a major deliverable, you

determine that there have been additions to what was defined in the project plan

– Team members tell you they’ve made changes

– There is a formal request to add deliverables– There is a design change


Scope Change Control, con’t

• Use a standardized form for all scope change requests

• Analyze the impact of the proposed change vis-à-vis the budget, schedule and quality constraints

• Use some sort of formal approval process

• Communicate the results of a proposed change request to all stakeholders

• Incorporate approved changes into the project plan


Schedule Control

Scope changes might have an impact on schedule– Schedule updates– Corrective action– Lessons learned


Cost ControlKeeping track of project spending to date, determining if any changes to the cost baseline have occurred and taking appropriate action to deal with changes– Revised cost estimates– Corrective action– Lessons learned


Other Plan ChangesIn addition to schedule, budget, and scope changes, there are some other elements within a project that can conceivably change– Hunan resources– Requirements– Infrastructure– Configuration


You DecideYou are the PM for a year-long project that will result in the building of a parking garage. Identify the kind of change associated with each item below:– Concrete fabrication vendor changes– Inspector increases number of pieces of

required rebar for each concrete section– Fire chief wants to move three fire alarms– Good weather allowed for excavation to

complete on time and under budget


Quality Control

Quality control is the process of reviewing project results to confirm compliance with defined standards and making appropriate changes to remove causes of unacceptable quality.


Quality Control – Inspection and Testing

• Module testing• Unit testing• System testing• User acceptance

testing• Factory acceptance

testing• Site acceptance

testing

• Geographically dispersed teams

• Vendor deliverables Pareto diagrams

• Control charts

• Statistical sampling

• Flowcharting

• Trend analysis


Quality Control Actions• Rework

• Process adjustments

• Acceptance


Documentation Quality

• User documentation• User training• Help-desk training• Other support group

documentation– M&O– Sales– Marketing– Etc.


IT Quality Control

• Standards• Standards Organizations• Environmental Processes


Performance Reporting• Variance analysis• Trend analysis• Estimate at completion (EAC)

– Actual cost (AC)– Budget at completion (BAC)– Estimate to complete (ETC)– EAC = AC + ETC


Performance Reporting, con’t

• Earned Value– Actual Cost (AC) = Actual Cost of Work

Performed (ACWP)– Earned Value (EV) = Budgeted Cost of Work

Performed (BCWP)– Planned Value (PV) = Budgeted Cost of Work

Scheduled (BCWS)

These figures work into various variance analysis calculations


Variance Analysis Calculations• Variances

– CV = EV – AC– SV = EV – PV

• Indexes (ratios)– CPI = EV / AC – SPI = EV / PV – TCPI = (BAC - EV) / (BAC - AC)

NOTE: Don’t forget the associative law of mathematics when making this calculation! Everything in the parentheses is worked first, then the division occurs.


Index Notes

• CPI over 1 means you’re over budget, CPI under 1 means you’re under budget (for this activity).

• SPI less than 1 means you’re behind schedule (overrun), SPI more than 1 means you’re ahead of schedule (underrun).

• A TCPI 20% higher or lower than the CPI means that the current EAC is not representative of past performance.


You Decide

You are a PM for a project and you’re estimating variances for an activity. The activity’s expected cost is $2500. At this point you’ve actually expended $2350 and you’re two-thirds done.– What is the cost variance?– What is the schedule variance?


You Decide Answer

• Cost variance = EV – AC = $2500(2/3) – 2350 = $1666.67 – 2350 = -$683.33

• Schedule variance = EV – PV = $2500(2/3) – 2500 = -$833.33

• CPI = EV / AC = $2500(2/3) / $2350 = 0.709

• SPI = EV / PV = $2500(2/3) / $2500 = 0.667


Dealing with Stakeholders During the Controlling Phase

• Communicating performance deviations

• Managing trade-offs– Scope trade-offs– Schedule trade-offs– Cost-trade-offs

• Cancelling a project


Effectively Managing the Project Plan

• Collect data– Progress reports– Issues logs– Budget reports

• Note progress against baselines– Schedule baseline– Evaluating costs– Scope statement– Deliverable sign-off


Effectively Distributing Project Information

• Project team meetings– Consistent date and time– Consistent attendance– Distribution of a written agenda– Start and end the meeting on time– Follow the agenda– Solicit participation from all team members– Distribute meeting minutes

• Desired team meeting outcomes– Team member interaction– Issues log updates– Problem solving


Effectively Distributing Project Information,

con’t• Status reports distributed to the

client, stakeholders and sponsor. Reports include:– Summary of project progress compared to

schedule and cost baselines– Completion of any major milestone or

deliverables– Status of outstanding issues


Chaptal Winery Case Study

• Examine the Chaptal figures– Run the CV analysis– Run the SV analysis– Derive the CPI– Derive the SPI– Figure that you’re 90% done


End of Chapter Review Q&A

Instructor Hand-out Q&A• Go over end-of-chapter review

questions• Instructor to hand out

additional questions (POP QUIZ TIME!)


Next Steps• For this session:

– Explain variance analysis– Describe the possible impacts to check for when

evaluating a major change to the project scope– Understand the steps involved in responding to a

significant variance from plan, such as increased overtime

– Explain how to prevent scope creep when handling requests for changes

– Understand the options to present to stakeholders when a project is not progressing as planned

– Define estimate to complete (ETC), estimate at completion (EAC) and budget at completion (BAC)

– Understand who the various standards bodies are that develop some fo the essential standards used in projects

– Be familiar with the Capability Maturity Model (CMM)


Next Steps, con’t• For next session:

– Read Chapter 10 and complete the end of chapter review questions.

– Work through the continuation of the Chaptal Winery case study found at the end of Chapter 10

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© SYBEX Inc. 2005. All Rights Reserved. Session 10 Project Control.

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