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ACTIVITIESDECISIONMEASURINGOUTPUTSQUALITATIVECONTROLGOALSOUTCOMESPROGRESSSTAKEHOLDERSCOMPREHENSIVEEVALUATIONMONITORINGPROGRAMMATICQUANTITATIVE

Monitoring, Evaluation and Control

Change controlActivity based budgets

Earned Value Analysis (EVA)

Lingos 4 week PMDPro course

“Project management can be defined as a way of developing structure in a complex project, where the independent variables

of time, cost, resources and human behaviour come together.”

THE MONITORING, EVALUATION AND CONTROL PHASE

“It is always easier to talk about change than to make it.” — Alvin Toffler

WHY DO WE MONITOR, EVALUATEAND CONTROL?

“A good plan can help with risk analyses but it will never guarantee the smooth running of the project.”-–

Bentley and Borman

PROJECT CHANGES

What project management tool do we have to record changes and any unplanned event?

“What is not on paper has not been said.” – Anonymous

AUTHORIZED CHANGES

How do you make sure that only authorised changes are made?

"Whosoever desires constant success must change his conduct with the times.“ — Niccolo Machiavelli

TOLERANCE

Project Manager Authority

Project Board/Sponsor

Authority

CONTROLLING CHANGES

"It is a bad plan that admits of no modification."— Publilius Syrus - First Century BC

Questions?

BUDGETS & EXPENDITURE

What sort of budgets do you use? How do you monitor project finances? What difficulties have you experienced?

“We didn't actually overspend our budget. The allocation simply fell short of our expenditure.” -

Keith Davis

ACTIVITY BASED BUDGETS

“You can’t keep it all in your head. Project control tools are an absolute necessity for the control of large

projects.” -– Louis Fried

ACTIVITY BASED BUDGETSWhat are the advantages of activity based budgets?

What can you do if activity based budgets are not available from your systems?

There is a difficult leap between talking about balancing the budget and actually doing it. – Kevin Brady

EARNED VALUE MANAGEMENT (EVA)Task Planned

CostMonth One Month Two Month

ThreeMonth Four Month Five Month Six

A 100 100          

B 200   200        

C 100   100        

D 400     400      

E 100     100      

F 200     200      

G 200       200    

H 100       100    

I 300         300  

J 100           100

Planned total cost per month

  100 300 700 300 300 100

Planned cumulative cost   100 400 1100 1400 1700 1800

Actual total cost per month

  150 350 800      

Actual cumulative cost   150 500 1300      

Illustrative Budget for a Six Month Project (including actual costs through Month 3)

EARNED VALUE ANALYSIS: SCENARIOS

Behind Schedule On Schedule Ahead of Schedule

Under Budget Need more data

Good Good

On BudgetBad Good Good

Over BudgetBad Bad

Need more data

“Whilst you can practice good project management without EVM, you cannot practice EVM effectively without good project management.” — Steve

Crowther

EVAHow would you make EVA work in your project? What information would be needed? Who would get this? When? How?

There is a difficult leap between talking about balancing the budget and actually doing it. – Kevin Brady

Questions?

If, on your team, everyone’s input is not encouraged, valued, and welcome, why call it a

team? – Woody Williams

See you next time