© gunnar wettergren1 iv1021 lecture 6 – monitoring and terminating gunnar wettergren...
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© Gunnar Wettergren 1
IV1021Lecture 6 – Monitoring and terminating
Gunnar Wettergrengunnarw@dsv.su.se
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Agenda
Monitoring the projectControlling the projectEvaluating/Terminating the project
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Monitoring and controlling the project
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Definitions and relationships
Monitoring and Control are opposite sides of selection and planning
bases for selection dictate what to monitorplans identify elements to control
Monitoring is collection, recording, and reporting of informationControl uses monitored information to align actual performance with the plan
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What, why and when
What: The central parts for any PM to monitor are time, cost, and performanceWhy: A PM’s main focus is to get a project completed on time, within budget, and delivering what the customer wantsWhen: Design control system before project start and monitor throughout the project lifecycle
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Monitor and control vs. Real work
One could make a case for that the more you monitor and control the less real work you performHowever, without these processes in place how can you keep track of the projectThe Planning-monitoring-control (PMC) process is central to a PM’s tasks
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The PMC process
Planning
Monitoring
Control
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How to do it?
How do we create this processWhat must be consideredHow to use it
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Designing the monitoring system
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Starting point
What do we need to monitor?Performance
• Activities and project progression
Time• Critical path• Estimations• Milestones
Cost• Total project cost• Activity costs
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Monitoring system creation
Start with the project action planDefine measurements for cost, performance, and timeImportant to remember that you must include all levels of activities Furthermore, mechanisms for collecting the data must also be in placeAvoid tendency to focus on easily collected data
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Continued..
The monitoring system should also include
Change tracking/controlDocumentation processesTelephone logsCode storage ….
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Example of measurementsPerformance
Activity completion (Subjective reports)Code errorsNumber of bugsNumber of changes
CostDifferent ratios
• Budgeted cost / Actual cost > 1
TimeProject member reporting (Important what increments you use)
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Collecting data and reporting
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Types of data
Frequency countsRaw numbersSubjective numeric ratingsIndicators and surrogatesVerbal characterizations
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From where do we get the data
Among manyEconomy systemsProject membersChange management systemsMS Project/Project server
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Analyzing data
Frequently some sort of post-processing must be done in order to understand the collected dataBudget breakdownsMathematical analysisEtc.
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Example of data analysis
Core concepts of project management. Mantel et al, 2004
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Reporting
ReportsProject Status ReportsTime/Cost ReportsVariance Reports
Not all stakeholders need to receive same informationAvoid periodic reportsAll involved need to know their status
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Report types
RoutineExceptionSpecial Analysis
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Controlling the project
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Background
The purpose of project control is to reduce the difference between the plan and realityVery difficult task
Humans are involvedHard to identify the problem sourceWe must make sure we don’t remedy the symptom
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Purpose
We are not trying to punish the ”guilty” but to remedy problemsTwo main purposes
Management of organizational assets (Physical, human, and financial)Obtaining the wanted result
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Designing a control system
Again primary purpose is to correct errorsControl systems must be cost effective
Cost of control system
Ben
efit
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PM mechanisms used for control
Process reviewsEvaluating and controlling the method of work
Personnel assignmentIdentify top performersBe careful, you do not want to create an elite group
Resource allocationReassign resources between tasks
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The control system itself
IP
Input Process Output
O
Control object
Control system
Effector
I
P
o
I
P
o
Comparator
Sensor
Adapted from Schoderbek et al. 1990, p.111
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Project evaluation
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We must perform
Project evaluationProject audit
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Project evaluation
How did we do?The project evaluation appraises the progress and performance relative to the planShould not be done only after project completionPurpose is to improve the process of carrying out projects
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Evaluation criteria
Original criteria for selecting and funding projectSuccess to dateBusiness/Direct SuccessFuture PotentialContribution to Organization’s GoalsContribution to Team Member Objectives
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Project audit process
Timing depends on purposeThree Levels
general auditdetailed audittechnical audit
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The audit report
IntroductionCurrent statusFuture project statusCritical management issuesRisk analysis / managementFinal comments
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Project termination
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When to terminate
Sunk cost approachGoal fulfillmentComparison to set failure/success factors
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Termination types
Project ExtinctionTermination-By-AdditionTermination-By-IntegrationTermination-By-Starvation
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Termination process
Core concepts of project management. Mantel et al, 2004
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Project final report
Main purpose is to facilitate organizational learningEvaluate what worked and what did notShould include:
Project performanceAdminstrative performanceOrganizational structureProject teamworkProject management techniques
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Summary / Questions lecture 6
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