1
Monitoring and
Monitoring and
Controlling the Project
Controlling the Project
Key Concepts
Key Concepts
Plan-Monitor-Control Cycle
Plan-Monitor-Control Cycle
Data Collection and Reporting
Data Collection and Reporting
Earned Value
Earned Value
1
Monitoring and
Monitoring and
Controlling the Project
Controlling the Project
Key Concepts
Key Concepts
Plan-Monitor-Control Cycle
Plan-Monitor-Control Cycle
Data Collection and Reporting
Data Collection and Reporting
Earned Value
Earned Value
2
Plan-Monitor-Control Cycle
Plan-Monitor-Control Cycle
Closed loop process
Closed loop process
Planning-monitoring-controlling effort
Planning-monitoring-controlling effort
often minimized to spend time on
often minimized to spend time on
“the real work”
“the real work”
3
Designing the Monitoring
Designing the Monitoring
System
System
Identify special characteristics of
Identify special characteristics of
performance, cost, and time that
performance, cost, and time that
need to be controlled
need to be controlled
Real-time data should be collected
Real-time data should be collected
and compared against plans
and compared against plans
Avoid tendency to focus on easily
Avoid tendency to focus on easily
collected data
collected data
4
Formats of Data
Formats of Data
Frequency Counts
Frequency Counts
Raw Numbers
Raw Numbers
Subjective Numeric Ratings
Subjective Numeric Ratings
Indicators and Surrogates
Indicators and Surrogates
Verbal Characterisations
Verbal Characterisations
5
Data Analysis
Data Analysis
Aggregation Techniques
Aggregation Techniques
Fitting Statistical Distributions
Fitting Statistical Distributions
Curve Fitting
Curve Fitting
Quality Management Techniques
Quality Management Techniques
6
Report Types
Report Types
Routine
Routine
Exception
Exception
Special Analysis
Special Analysis
7
Reporting
Reporting
Not all stakeholders need to receive
Not all stakeholders need to receive
same information
same information
Avoid periodic reports
Avoid periodic reports
Impact of Electronic Media
Impact of Electronic Media
Relationship between project’s
Relationship between project’s
information system and overall
information system and overall
organisation’s information system
organisation’s information system
8
Meeting Guidelines
Meeting Guidelines
Should be help primarily for group
Should be help primarily for group
decision making
decision making
Distribute written agenda in advance of
Distribute written agenda in advance of
meeting
meeting
Ensure everyone is properly prepared for
Ensure everyone is properly prepared for
meeting
meeting
Chair of meeting should take minutes
Chair of meeting should take minutes
Avoid excessive formality
Avoid excessive formality
If held to address specific crisis, restrict
If held to address specific crisis, restrict
meeting to this issue alone
meeting to this issue alone
9
Earned Value
Earned Value
Percent of task’s budget actually
Percent of task’s budget actually
spent not good indicator of percent
spent not good indicator of percent
completion
completion
10
Earned Value
Earned Value
ACWP = Actual Cost Work Performed
ACWP = Actual Cost Work Performed
BCWP = Budgeted Cost Work Performed
BCWP = Budgeted Cost Work Performed
BCWS = Budgeted Cost Work Scheduled
BCWS = Budgeted Cost Work Scheduled
SV = Schedule Variance
SV = Schedule Variance
CV = Cost Variance
CV = Cost Variance
AC = Actual Cost
AC = Actual Cost
TE = Planned Time
TE = Planned Time
TA = Actual Time
TA = Actual Time
CPI = Cost Performance Index
CPI = Cost Performance Index
SPI = Scheduled Performance Index
SPI = Scheduled Performance Index
TPI = Time Performance Index
TPI = Time Performance Index
CSI = Cost-Schedule Index
CSI = Cost-Schedule Index
ETC = Estimated Cost to Complete
ETC = Estimated Cost to Complete
BAC = Budget at Completion
BAC = Budget at Completion
EAC = Estimated Cost to Complete
EAC = Estimated Cost to Complete
FAC = Computed Cost to Complete
FAC = Computed Cost to Complete
VAC = Variance at Completion
VAC = Variance at Completion
LOE = Level of Effort
LOE = Level of Effort
11
Earned Value
Earned Value
CV = BCWP - ACWP
CV = BCWP - ACWP
SV = BCWP – BCWS
SV = BCWP – BCWS
CPI = BCWP/ACWP
CPI = BCWP/ACWP
SPI = BCWP/BCWS
SPI = BCWP/BCWS
12
Earned Value
Earned Value
13
Earned Value
Earned Value
14
PROJECT CONTROL
PROJECT CONTROL
Background
Background
Acts which seek to reduce differences
Acts which seek to reduce differences
between plan and actuality
between plan and actuality
Difficult Task
Difficult Task
human behavior involved
human behavior involved
problems rarely clear cut
problems rarely clear cut
15
Purpose of Control
Purpose of Control
Stewardship of Organisational Assets
Stewardship of Organisational Assets
physical asset control
physical asset control
human resources
human resources
financial control
financial control
Regulation of Results Through the
Regulation of Results Through the
Alteration of Activities
Alteration of Activities
16
DESIGNING THE
DESIGNING THE
CONTROL SYSTEM
CONTROL SYSTEM
Purpose is to correct errors, not punish the
Purpose is to correct errors, not punish the
guilty
guilty
Investments in control subject to
Investments in control subject to
diminishing returns
diminishing returns
Must consider impact on creativity and
Must consider impact on creativity and
innovation
innovation
Be careful not emphasise short-run results
Be careful not emphasise short-run results
at the expense of long-run objectives
at the expense of long-run objectives
Dangers of across the board cuts
Dangers of across the board cuts
17
Primary Mechanisms by Which
Primary Mechanisms by Which
PM Exerts Control
PM Exerts Control
Process Reviews
Process Reviews
Personnel Assignments
Personnel Assignments
Resource Allocations
Resource Allocations
18
Components of a Control
Components of a Control
System
System
Sensor
Sensor
Standard
Standard
Comparator
Comparator
Decision Maker
Decision Maker
Effector
Effector
19
Types of Control Systems
Types of Control Systems
Go/No-Go Controls
Go/No-Go Controls
predetermined standard must be met for
predetermined standard must be met for
permission to be granted to continue
permission to be granted to continue
Post-Control
Post-Control
done after project completed
done after project completed
purpose is to allow future projects to
purpose is to allow future projects to
learn from past project experience
learn from past project experience
20
SCOPE CREEP AND CHANGE
SCOPE CREEP AND CHANGE
CONTROL
CONTROL
Coping with changes frequently cited
Coping with changes frequently cited
by PMs as the single most important
by PMs as the single most important
problem
problem
Common Reasons for Change Requests
Common Reasons for Change Requests
Client
Client
Availability of new technologies and
Availability of new technologies and
materials
materials
21
Purpose of Change Control
Purpose of Change Control
System
System
Review all requested changes
Review all requested changes
Identify impact of change
Identify impact of change
Evaluate advantages and disadvantages of
Evaluate advantages and disadvantages of
requested change
requested change
Install process so that individual with
Install process so that individual with
authority may accept or reject changes
authority may accept or reject changes
Communicate change to concerned parties
Communicate change to concerned parties
Ensure changes implemented properly
Ensure changes implemented properly
Prepare reports that summarize changes
Prepare reports that summarize changes
made to date and their impact
made to date and their impact
22
Rules for Controlling
Rules for Controlling
Scope Creep
Scope Creep
Include in contract change control system
Include in contract change control system
Require all changes be introduced by a
Require all changes be introduced by a
change order
change order
Require approval in writing by the client’s
Require approval in writing by the client’s
agent and senior management
agent and senior management
Consult with PM prior to preparation of
Consult with PM prior to preparation of
change order
change order
Amend master plan to reflect changes
Amend master plan to reflect changes