project management (project control concept)

8/10/2019 Project Management (Project Control Concept)

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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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#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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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

project management (project control concept)

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