project monitoring&control - introduction
DESCRIPTION
Project Monitoring & Controlling Concepts & TechniquesTRANSCRIPT
Outlines of Discussion
Project Monitoring and Control – The phase & cycle
What is Project Monitoring & Control?
Project Monitoring - what, why, where, when, how? Benefits?Reporting, meeting & management aspect of Project Monitoring
Project Control - Parameters
Project Control: The Big Picture
CLOSEOUTEXECUTION
OPERATIONS DESIGN,PLANNING
FEASIBILITY
Actual Start of Project
Monitoring & Control
CLOSEOUT
5 Phases of Project Management
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Plan-Monitor-Control Cycle
• Closed loop• Planning-monitoring-controlling effort often
minimized to spend time on “the real work”
“And we’re going to keep having these meetings until we find out why nothing’s getting done…”
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Plan-Monitor-Control Cycle
PLANSpecificationsProject ScheduleProject budgetResource planVendor contracts
MONITORRecord statusReport progressReport cost
COMPAREActual status against plan-Schedule-Cost
CONTROL/
ACTION
Performance analysis/
Correct deviations from plan
RE-PLAN as necessary
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What is it ?
Project Monitoring and Control is not only
Monitoring – collecting, recording, and reporting information concerning project progress &
performance
Controlling – uses monitored information to align actual performance with the plan
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Contd..
Monitoring and controlling • involves regularly measuring progress
• to ensure that the project is meeting its objectives • and addressing current business needs within
timeframe, budgets as per the scope and quality of the projects.
• The project manager and other staff • monitor progress against plans • and take corrective action when necessary.
Monitoring & Control: As a Process
Correct Deviations
Monitoring1. Measurement2. Reporting
Detect deviations
Control1. Performance Analysis, Actions2. Revised Plans, Cash Flows, Schedules, etc.
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Project Monitoring……
Why do we monitor?
What do we monitor?
When to we monitor?
How do we monitor?
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Why do we monitor?
Simply because we know that things don’t always go according to plan (no
matter how much we prepare)
To detect and react appropriately to
deviations and changes to plans
What do we monitor?
Men (human resources)
Machines
Materials
Money
Scope
Time
Tasks
Quality/Technical Performance
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When do we monitor/Frequency?
Continuously
Regularly –Daily, Weekly, Monthly
Logically
While there is still time to react
As soon as possible
At task completion
At pre-planned decision points (milestones)
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Where do we monitor?
At head office?
At the site office?
On the spot?
…Depends on situation and the ‘what’…
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How do we monitor
Through meetings with clients, parties involved in project (Contractor, supplier, etc.)
For schedule – Update CPA, PERT Charts, Update Gantt Charts
Milestones
Tests and inspections
PMIS (Project Management Info Sys) Updating
Collection, Recording and Reporting
Benefit and level of Monitoring
A properly designed control system helps management at various levels to perform their factions effectively and efficiently
for achieving overall project objectives
Director/VPs
General Manager / Project Managers
Dept. G. /Senior Managers
Supervisors/Engineers
Strategic Control
Project Control
Process Control
Operational Control
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Reporting
Reports• Project Status Reports• Time/Cost Reports• Variance Reports• Impact of Electronic Media
Cautions• Not all stakeholders need to receive same information• Avoid periodic reports• Work with the organization’s information system
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Performance Reporting
keeps stakeholders informed about how resources are being used to achieve project objectives.
• Status reports • describe where the project stands at a specific point in
time.• Progress reports • describe what the project team has accomplished during
a certain period.• Forecasts • predict future project status and progress • based on past information and trends.
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Meetings
Purpose of Meetings
• Leadership
• Team building
• Group decision making • To solve the project related problems for timely
completion of the project without cost overrun
• Avoid routine weekly progress report meetings
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Meeting Guidelines
Distribute written
agenda in advance of meeting
Ensure everyone is
properly prepared
for meeting
Chair of meeting should
take minutes
avoid attributing remarks to individuals
in the minutes
Avoid excessive formality
If meeting is held to address
specific crisis, restrict meeting
to this issue alone
Management issues of monitoring..
What problems do you have and what is being done to correct them?
What problems do you anticipate in the future?Do you need any resources you do not yet have?Do you need information you do not have yet?Do you know anything that will give you schedule
difficulties?Any possibility your task will finish early/late?Will your task be completed under/over/on
budget?
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..No Surprises..•so the project manager or
concerned team must be clear and honest in communicating project status.•By no means should project
managers create the illusion that the project is going fine •when, in fact, serious problems
have emerged.•Need to alert top management
when conflicts arise
Top management
hates surprises,
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Managing Stakeholders
•how they will identify and resolve issues with stakeholders.
Project managers must address
•is a matter under question or dispute •th
at could impede project success.
An issue
•is a tool used to document and monitor the resolution of project issues.
An issue log
•so that the project can proceed as planned.
It’s important to resolve issues as soon
as possible
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Project Control - Parameters
•Time (schedule)
•Cost (budget, expenses, etc)
•Performance (specifications, testing results, etc.)
Control the triple
constraints
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PM Control - Activities
Process Reviews
Personnel Assignments
Resource Allocations
Like a closed loop control system
Project Control: The Big Picture …
Given
Project is Off-track
Monitoring indicates that:
- Project is behind time-schedule, and/or
- Project has exceeded budget, and/or
- Quality of materials or finished work is below standard, and/or
- Productivity is lower than as planned, etc.
Project Control: The Big Picture …
Given
Project is Off-track
Resources available to the Project Manager for Project Control:
- Money- Manpower (labor)- Materials- Machinery (Equipment)
Resources for PC (the 4-M’s)
Project Control: The Big Picture …
Given
Mechanism and Elements of PC
Resources for PC (the 4-M’s)
Adjust the resources
Adjust the project characteristics: size, scope, etc
Project is Off-track
Project Control: The Big Picture …
Given
Mechanism and Elements of PC
Resources for PC (the 4-M’s)
Adjust the resources
Adjust the project characteristics: size, scope, etc
Project is Off-track
More labor? Better labor?Better supervision?More materials? Better materials?More equipment? Better equipment?More money? Reduce project size? Reduce project scope?
Terminate project?
resources
project
Project Control: The Big Picture …
Given
Mechanism and Elements of PC
output
Resources for PC (the 4-M’s)
Project is Off-track Adjust the
resources
Adjust the project characteristics: size, scope, etc
Project brought back on-track
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Tools for Control
• Variance Analysis
• Trend Projections
• Earned Value Analysis
• Critical Ratio
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Summary• Plan-Monitoring-Control a closed loop continuous process
• Monitoring and controlling involves regularly measuring progress to ensure that the project is meeting its objectives and addressing current business needs.
• Monitoring and controlling outputs related to communications management include performance reports, forecasts, and resolved issues.
• Management issues of project Monitoring involves analytical and fair approach to monitoring, managing stakeholders than the mere reporting.
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Summary• Resources for Project Control(PC) are 4 Ms and mechanism of
PC is the adjustment of resources
• Main parameters for controlling are time, cost, and quality. Monitoring and controlling outputs related to time, cost, and quality management include schedule control, cost control, and quality control. Unique outputs include performance measurements, forecasted completion, and quality-control measurements.
• Tools for Control are Variance Analysis, Trend Projections, Earned Value Analysis and Critical Ratio