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Project ManP
Dr Rajshree Mootanah, B Tech (Hons) Mechanical Engine
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Introduction
Control is a critical part of the project management process;
Planning & controlling interlinked: control is the act of reducing the di
and reality;
Plans can never be perfect so control is inevitable;
Control identifies changes to plan that may reuire re!planning;
Monitoring ! measuring" reporting and where necessary taking appro
#he control element of project management is a common theme thro
project$
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Who controls the project during its lieti
#ontrol is $% those holding po&er to !a'e decisions
Responsi$ilit% or control or project ele!ents !ust $e
or PM to ha*e eecti*e control, PM !ust ha*e responand resol*e
#ost + ti!e planners pro*iders o inor!ation $ut no
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What is controlled" . Part /
Peror!ance
0ne1pected technical pro$le!s
#lient re2uires changes in speciications
Inter.unctional co!plications
#osts
Initial esti!ates too lo& Reporting &as poor or unti!el%
Budgeting &as inade2uate
Input price changes occurred
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What is controlled" . Part 3
Ti!e
Initial ti!e esti!ates incorrect
Tas' se2uencing incorrect
Preceding tas's inco!plete
4ualit%
Technical 2ualit% E1ternal 2ualit% re2uire!ents
Internal 2ualit% standards
#usto!er e1pectations
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What is controlled"
5cope
#ontrol o the project scope ensures that . /) an% changes are onl% i!ple!en
in*estigation and, 3) there is ull a&areness o their i!pact
5cope change is deined as an% !odiication to the scope as deined in the ap
5tructure-
Ris'
#ontrolling ris' in*ol*es 6e1ecuting ris' !anage!ent plans in order to respo
course o the project6
Ris's are d%na!ic so ris' !anage!ent strategies are continuall% !onitored ato unplanned ris's that occur-
Tea!
This in*ol*es controlling the !e!$ers o the project tea! and oten re2uires
tea! !oti*ation, enthusias! and direction that are 'ept throughout the proje
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Project #ontrols . The 5teps
The project !anager !ust decide7
At &hat points in the project &ill control $e e1erted
What is to $e controlled
Ho& !uch de*iation ro! the plan &ill $e tolerated $eore
What 'ind o inter*ention should $e used-
#ontrolling the project is ai!ed at ensuring that the o$ject
!onitoring + !easuring progress and ta'ing correcti*e a
necessar%-
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5tep / . Esta$lish $aselines
%n effect" this is part of planning$ Control needs planned benchmarks$ #
Cost budgets'
#ime schedules'
Performance specifications" uality plan'
(cope )*('
Changes to baselines are only made after review & approval by using c
*aseline plans updated as authorised changes occur$
+ll appropriate stakeholders notified of authorised changes$
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5tep 3 . Monitor + !easure
peror!ance
Project progress measured regularly to identify variances from plan
Collect accurate information related to baselines" e$g$:
Percentage of completion;
Cost e,pended;
-uality tests; (cope change reports$
#imely collection of this data is critical and will be an ongoing activi
duration of the project life!cycle$
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5tep 8 . #o!pare peror!ance to
$aselines
Contrast actual performance against planned perfo
analysis;
.ormulation of progress reports and forecasts to co
#ools ! earned value" cash flow analysis" schedule
Causes & effects analysed and understood$
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5tep 9 . Ta'e correcti*e action
Control is more than just monitoring & reporting and often means evaof deviations from the plan & acting upon them$
/nce deviations are identified then corrective action" if necessary" is
available to the project manager include:
0o action taken if the variances are small;
1e!planning activities to recover the ambitions of the original plan; 1evising the original plan in light of the current situation; %n e,treme situations terminating the project; Causes of change and reasons for selected corrective action shou
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Basic options or correcti*e action
2$ .ind +lternative (olution ! rearrange workload" or do work in different order" or i
not impacting on #C-(;
3$Compromise Cost:
Put in more resources or effort" from e,isting resources e$g$ work
productivity';
#he input of new resources;
1edeploy e,isting resources e$g$ talented to critical area';
4$ Compromise #ime ! move milestone date;
5$Compromise -uality;
6$ Compromise (cope ! lower level of ambition$
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T%pes o project control !ethods
Pre!+ction 7 Prevention Control
Control can be proactive ! preventive action taken in anticip
Prevent deviations before work begins by establishing cond
deviations difficult to occur$
(teering Controls
8etect deviations after work has begun but before completioactivities on track$ +djustments to deviations are done uick
Corrective action while project is still viable" e$g$" supervisio
advice when problems arise$
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T%pes o project control !ethods
:o;
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Post.Action #ontrols
These ocus on end.results o a project
De*iations identiied, causes are deter!ined, &hich or! part o t
part o the project and !a% $e used during uture projects-
#o!parisons are !ade at this point $et&een the inal outputs o th
outputs desired at the conceptual and initial stages o the project
. Project o$jecti*es . description o the project o$jecti*es
. Milestones + $udgets . co!parison $et&een plan and actual
. inal report on project results . signiicant de*iations, good a
e1plained
. Reco!!endations . regarding ho& process o uture projects
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Beha*ioural aspects o controlling
8ifficult to control without appearing to 9butt!in9 on efforts of feel over!managed" they lose ownership for their work;
Members must realise purpose of control is not to wield a st
blame" or to punish the guilty;
Purpose is to control work" not workers ! the objective is to
not make workers toe the line;
+ny feedback should be task!related" clearly justified" unem
Most people accept the need for control ! e$g$" pilot & air tra
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Beha*ioural aspects o controlling
#he project manager can manage people within the con se
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Project 4ualit% Manage!ent
#hroughout the lifetime of the project there is a reuirement placed upon t
ensure that the processes & outputs of the project are undertaken or pro
uality$
#he %nternational (tandardisation for /rganisation %(/' defines uality as
#he totality of characteristics of an entity that bear on its ability to satisfy s
/ther definitions of uality are based on such criteria as:
Conformance to reuirements; Meeting written specifications;
.itness for use;
=nsuring a product can be use as it was intended$
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Project 4ualit% Manage!ent
#o ensure that outputs of the project meet the e,pectations of the customemust be responsible for the ongoing processes of uality management$
%n practice the processes associated with the management of uality with
include:
-uality planning: identifying which uality standards are relevant to the
them;
-uality assurance: evaluating overall project performance to ensure therelevant uality standards;
-uality control: monitoring specific project results to ensure that they co
uality standards while identifying ways to improve overall uality$
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Project 4ualit% Manage!ent
2$Modern uality management: 1euires customer satisfaction;
Prefers prevention to inspection;
1ecognises management responsibility for uality;
3$ )ithin a project structure it is the individual project team member that h
for the uality of their work and therefore output$
4$#he Project Manager has the overall or primary responsibility for the uaactivities and project outputs$
5$#he project sponsor will have responsibility on behalf of the client organ
be responsible" in conjunction with the project manager" for determining
standards of the project$
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Project 4ualit% Planning
%t is important within project planning activities to design and communicate
directly contribute to meeting the customer9s reuirements$
8esign of e,periments or pilot schemes can help identify which variables
influence on the overall outcome of a process or highlight possible ual
deliverables$
Many scope aspects of projects can affect the overall uality of project ou
.unctionality;
.eatures;
Performance;
1eliability;
Maintainability$
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Project 4ualit% Assurance
-uality assurance includes all the activities related to satisfy
uality standards for a project$
+nother goal of uality assurance is that of continuous ual
*enchmarking the uality activities of the project team again
practices can be used to generate ideas for uality improv
-uality audits help identify good practice as well as lessons
project activities which can then contribute to improving pe
current or future projects$
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Project 4ualit% #ontrol
#herefore" the desirable outputs from a uality control process -uality improvement;
+cceptance decisions ! items inspected will either be accepte
1ejected items may need rework;
1ework ! action taken to bring a defective or nonconforming
with reuirements or specifications; Completed checklists ! become part of project9s records;
Process adjustments ! immediate corrective or preventive ac
with change control procedures$
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Project 4ualit% Manage!ent . #osts
#here are five main cost categories related to uality:
Prevention cost: the cost of planning and e,ecuting a project so it is erro
acceptable error range;
+ppraisal cost: the cost of evaluating processes and their outputs to ens
%nternal failure cost: cost incurred to correct an identified defect before t
product;
=,ternal failure cost: cost that relates to all errors not detected and correthe customer;
Measurement and test euipment costs: capital cost of euipment used
and appraisal activities$
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Ter!inating the Project
#ermination activities should be identified as part of the baseline plan$
%n order for the project to be effectively terminated" there is a need to de
deliverables were provided$
#he purpose of properly terminating a project is to learn from the e,perie
performance on future projects$
+ssure that all payments have been collected from the customer$
+ssure that all payments for materials and subcontractors have been pa Prepare a written performance evaluation of each member of the projec
?old post!project evaluation meetings$
Celebrate$
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Internal Post.Project E*aluation
?ave individual meetings with team members and a group meeting w
?old soon after the completion;
+nnounce meeting in advance so people can be prepared;
%ndividual meetings allow team members to give their personal impr
8evelop an agenda for a group meeting;
@roup meeting should discuss performance and recommendations f
%ssue a brief written report to management with a summary and the
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#usto!er eed$ac'
Meet to discuss whether the project provided the customer with the anticipat
level of client satisfaction and obtain any feedback; Participants include the project manager" key project team members" and ke
customer;
=nsure that there is sufficient opportunity to allow stakeholders to comment
clients can e,press their level of satisfaction and provide detailed comments
%f the client is satisfied with the project:
+sk about other projects you could do ! perhaps without going throughProposal process
+sk permission to use the client as a reference
@et feedback regarding satisfaction through a post!project client evalu
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Earl% Project Ter!ination
#his will occur if:
1esearch shows costs will be much more than originally
#here is a change in a company9s financial situation;
#here is customer dissatisfaction$
)herever possible the PM should try to avoid early termination
dissatisfaction by monitoring the activities7products of the procontinually meet customer satisfaction and where necessary
action$
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End