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Project Monitoring and Control


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Introduction Once the project plan has been approved, the plan is

executed.

The team needs to be aware of what needs to be

done and achievements for each team memberagreed.

The progress of the project needs to be monitoredand any aspects not going as required addressed.

This is the purpose of monitoring and control. Measurements are usually effected against the plan


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Introduction Monitoring and Control are opposite

sides of selection and planning

bases for selection dictate what to monitor

plans identify elements to control

Monitoring is collection, recording,

and reporting of information

Controluses monitored information toalign actual performance with the plan


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Plan-Monitor-Control Cycle Closed loop process

Planning-monitoring-controlling effortoften minimized to spend time on thereal work


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Project Authorization and Expenditure

Control System Information Flow


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DATA COLLECTION ANDREPORTING


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Formats of Data Frequency Counts

Raw Numbers

Subjective Numeric Ratings

Indicators and Surrogates

Verbal Characterizations


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Data AnalysisAggregation Techniques

Fitting Statistical Distributions

Curve Fitting

Quality Management Techniques


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E.g.Number of Bugs per Unit

of Test Time


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Ratio of Actual Material Cost to

Estimated Material Cost


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Reporting Reports Project Status Reports

Time/Cost Reports

Variance Reports Not all stakeholders need to receive same

information

Impact of Electronic Media

Relationship between projects informationsystem and overall organizations informationsystem


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Report Types Routine

Exception

Special Analysis


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Meetings Meetings should be help primarily for

group decision making

avoid weekly progress report meetings


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Virtual Reports, Meetings, and

Project Management Use of the Internet

Use of Software Programs

Virtual Project Teams


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Earned Value

Percent of tasks budget actually spentnot good indicator of percentcompletion

tasksall

completion%taskcostbudgetedtask


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Conventions Used to EstimateProgress on Tasks

50-50

50% complete when task started and other

50% added when task finished

100%

100% complete when finished and zero

percent before that Ratio of Cost Expended to Cost

Budgeted


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PROJECT CONTROL


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Background

Acts which seek to reduce differencesbetween plan and actuality

Difficult Task

human behavior involved

problems rarely clear cut


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Purposes of Control

Stewardship of Organizational Assets

physical asset control

human resources

financial control

Regulation of Results Through the

Alteration of Activities


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DESIGNING THE CONTROLSYSTEM

Background

Purpose is to correct errors, not punish theguilty

Investments in control subject todiminishing returns

Must consider impact on creativity and

innovation Be careful not emphasize short-run results

at the expense of long-run objectives

Dangers of across the board cuts


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Primary Mechanisms by WhichPM Exerts Control

Process Reviews

Personnel Assignments

Resource Allocations


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Components of a ControlSystem

Sensor

Standard

Comparator

Decision Maker

Effector


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Types of Control Systems

Go/No-Go Controls

predetermined standard must be met for

permission to be granted to continue

Post-Control

done after project completed

purpose is to allow future projects to learnfrom past project experience


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Sample Project MilestoneStatus Report


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Tools for Control

Variance Analysis

Trend Projections

Earned Value Analysis

Critical Ratio

costactual

costbudgeted

progressscheduled

progressactual


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Trend Projection


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Critical Ratios with ControlLimits


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Cost Control Chart


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SCOPE CREEP AND CHANGECONTROL


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Scope Creep

Coping with changes frequently cited byPMs as the single most important

problem Common Reasons for Change Requests

Client

Availability of new technologies andmaterials


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Purpose of Change ControlSystem

Review all requested changes

Identify impact of change

Evaluate advantages and disadvantagesof requested change

Install process so that individual withauthority may accept or reject changes


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Purpose of Change ControlSystem continued

Communicate change to concernedparties

Ensure changes implemented properly

Prepare reports that summarizechanges made to date and their impact


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Rules for Controlling ScopeCreep

Include in contract change controlsystem

Require all changes be introduced by achange order

Require approval in writing by theclients agent and senior management

Consult with PM prior to preparation ofchange order

Amend master plan to reflect changes

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