project monitoring and control

1. Project
Management
Project Monitoring and Control

2. Project Management
Processes
0
Initiating Planning Controlling Closing
Executing
Time
Project Management Processes
100
Level of
Activity
50

3. Why We Need
Improvement
• Only 28% of Projects
Succeed!
• Common Reasons for
Failure
– Unrealistic Time Frames
– Scope Creep
– Changing Deliverables
– Scope Hard to Define
– Poor Communication

4. How Can We Prevent
Failure?
Failure Factor Threat Tools to Reduce Threat
Unrealistic Time Frames WBS, Network Diagram
Scope Creep Project Charter, WBS
Changing Deliverables
Project Charter,
Triple Constraint
Analysis
Scope Hard to Define Project Charter, WBS
Poor Communication Communication Plan

5. • Mapping of Roles and
Responsibilities
• Excellent Resource Planning Tool
• Types of Roles
– Responsible(R)
– Approve (A)
– Contribute/Consult(C)
– Informed (I)
Responsibility Assignment
Matrix

6. Sample
RAM
Architect
General
Contractor
Client … Laborer
Planning R I A
Demolition R I C
Rough In R I C
Finish R A

7. Project
Charter
• Defines and Authorizes the
Project
• Identifies the Project Manager
• States the Project Objectives
• Reinforces the Business Case
• Product
Description/Deliverables
• One Page Maximum!

8. Work Breakdown
Structure
• Graphical Representation of
Scope
• Useful Visual Tool for Stakeholders
• Easy to Create (Visio or Org Chart
SW)
• Excellent Planning and Scope Tool
• Start With Post-Its and a
Whiteboard

9. Sample
WBS

10. Milestone
Charts
• Key Events with Dates
• Strong Visual Aid – Status
Meetings
• Excellent Communication Tool
– Management, Customers,
Vendors, …
• Easily Developed Using Visio
• MS Project  Visio Integration

11. Scope
Management
• Most Challenging PM Aspect
• Changes in Scope Usually Increase
Risk!
• Establish a Change Control Process
• Require Change Request Forms
• Perform a Thorough Impact Analysis
• Maintain a Change Control Log

12. Risk
Management
• All Projects Encompass Risk
• Risk Response Planning
– Avoid, Transfer, Mitigate, Accept
• Assign Risk Owners
• Determine Risk Response Before Risk
Trigger Occurs
• Most Important Weekly Agenda Item

13. Issues, Risks, and Key
Decisions
• Maintain a Consolidated List
(Excel)
• Each Item Uniquely Numbered
(1..N)
• Ranked By Severity (Low, Med,
High)
• Centrally Maintained by One
Person!
• Distribute With Weekly Status
Report

14. Weekly Status
Report
• 1- 2 Page Maximum Length
• Bullet Points - Make it Easy to
Read!
• Accomplishments from Previous
Week
• “Top 10 List” for the Coming Week
• E-Mail 24 Hours Prior to Status
Meeting
• Attach Issues/Risks/Key Decisions

15. Status
Meetings
• 60 Minute Time Limit
• Publish Agenda 24 Hours Prior
• Phone Conference/Web
Instructions
– Maintain Same Conference ID if
Possible
• Base Information on Status Report
• Keep it Visual and Interesting!
– PowerPoint

16. Steering Committee
Meetings
• Every Two Weeks or As Necessary
• Schedule in Advance
• Top Stakeholders / Key Decision
Makers
• Working Session – Not Status
• Document any Decisions in I/R/KD
Log

17. Tools for Every PM
Process
Initiate Plan Execute Control Close
Charter X
WBS X X
I/R/KD X X X X X
Detaile
d Plan
X X X
Mileston
e Plans
X X X
Reference: “Monitoring Project Excellence with the Statement of Work” Megat Zainurul Anuar, Dreamsoft (M) Sdn
Bhd

18. Tools for Every PM
Process
Initiate Plan Execute Control Close
RAM X
Chang
e
Reque
st
X X X
Statu
s
Repo
rt
X X X X X
Lesso
ns
X
Reference: “Monitoring Project Excellence with the Statement of Work” Megat Zainurul Anuar, Dreamsoft (M) Sdn
Bhd

19. Toolkit
Summary
Keep These Tools Handy and Use Them
When Appropriate

20. Protecting the
Knowledge!
Help Strengthen Your Firm’s Project
Management Skills!

21. Lessons
Learned
• Document Key Lessons from
Project
• Involve the Entire Team
• The Good, The Bad, and The
Ugly!
• Collect During Project Close-Out
• Include in Project Archives
• Useful for Future Projects

22. Project
Archives
• Central Repository - Project Deliverables
• Enhances Your PM Knowledge Base
• Online is Preferable to Paper
– Scan paper documents if possible
• Intranet, Common Network Drive,
Document Mgt, Outlook Public Folder, …
• Central Location, Secure and Backed-
Up!

23. Project
Organization
(example)
Project
Manager
Chief System
Engineer
Integratio
n
Tes
t
Etc
.
Software
Engineer
Hardware
Engineer
System
Engineer
QA &
Test Project
Controls
Contracts
Procureme
nt
Staffing
Need
Actione
e
EC
D
AC
D
•
•
•

24. Important
Points
Point: (provide 2 sentence
explanation):
Approach:
FOR EACH STEP INCLUDE: ACTION, ACTIONEE, ECD, ACD (WHAT, WHO, WHEN)
STEP Step Description (WHAT) Actionee (WHO) ECD (WHEN) ACD (WHEN)
Step 1
Step 2
Step 3
Step 4
Step 5

25. Major Decision Since Last
Meeting
Decision Action Action ee Requestor ECD (when) ACD (when)
1
2
3
4
5
6

26. Major Schedule Changes Since
Last Meeting
Schedule Change Action ee Requestor ECD (when) ACD (when)
1
2
3
4
5
6

27. Risk
List
Risk Impact Mitigation
1
2
3
4
5
6
Impact is major, medium, or
minimum

28. Action Items from Previous
Review
Action Item Action ee Requestor ECD (when) ACD
(when)
1
2
3
4
5
6