Project Monitoring And Controlling

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Presented 11/12/2010

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Project Monitoring And Controlling

  1. 1. Monitoring and Controlling Your Project Tom Milner, PMP
  2. 2. 2 Objectives At the end of this session you will be able to Monitor and Control Changes in your Project Evaluate the Impact of Proposed Changes (scope, schedule, and cost) Control the Flow of Changes in your Project Stop Worrying and BE IN CONTROL Earn Your Pay as a Project Manager
  3. 3. 3 Road Map Plan A Project goes As Planned Plan B Changes from the Peanut Gallery Plan C Risk Happens
  4. 4. 4 Project Goes As Planned Plan Do Check Act
  5. 5. 5 Process Groups Initiating Planning Executing Monitoring & Controlling Closing Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, ©2008 Project Management Institute
  6. 6. 6 Process Groups Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, ©2008 Project Management Institute
  7. 7. 7 Process Groups Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, ©2008 Project Management Institute
  8. 8. 8 Initiating Project Charter Issued by sponsor Authorizes existence of a project Gives project manager the authority to – Apply organizational resources – Conduct project activities Like a contract
  9. 9. 9 Planning Project Management Plan Defines how a project is: – Executed – Monitored and Controlled May include other plans and documents – Scope / Requirements – Schedule Baseline / Milestones – Budget / Cost Performance Baseline
  10. 10. 10 Executing Direct and manage project execution
  11. 11. 11 Monitoring & Controlling Monitor and Control Project Work Perform Integrated Change Management
  12. 12. 12 Road Map Plan A Project goes As Planned Plan B Changes from the Peanut Gallery Plan C Risk Happens
  13. 13. 13 Project Goes As Planned Plan Do Check Act
  14. 14. 14 Project Goes As Planned Plan – Set the Baseline Do – Execute Project Activities Check – Compare actual vs. planned project performance Act – Take corrective action
  15. 15. 15 Project Goes as Planned Plan – Set the Baseline Do – Execute Project Activities
  16. 16. 16 Project Goes as Planned Plan Do Check – Compare actual vs. planned project performance – Tollgate Review – Earned Value Analysis
  17. 17. 17 Tollgate Review LaunchTest Develop- ment DesignAnalysisConcept CloseImproveAnalyzeMeasureDesign
  18. 18. 18 Earned Value Analysis CV=EV-AC SV=EV-PV EV: Earned Value – As of today, the estimated value of the work actually accomplished PV: Planned Value – As of today, the estimated value of the work planned to be done AC: Actual Cost – As of today, the actual cost incurred for the work accomplished CPI=EV/AC SPI=EV/PV Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, ©2008 Project Management Institute
  19. 19. 19 Project Goes As Planned Plan Do Check Act – Take corrective action – Within tolerances, no formal change request – Outside tolerances, Project Manager enters a Change Request
  20. 20. 20 Project Goes as Planned Take corrective action Tolerances How far off before you fix it – 3 days late – 10% over budget Measure each major deliverable Or whole project?
  21. 21. 21 Project Goes as Planned Measure each major deliverable Or whole project?
  22. 22. 22 Project Goes As Planned Plan Do Check Act
  23. 23. 23 Road Map Plan A Project goes As Planned Plan B Changes from the Peanut Gallery Plan C Risk Happens
  24. 24. 24 Changes from the Peanut Gallery Integrated Change Management Change Request Form Change Control Board Manage Baselines Only Approved Changes are Implemented
  25. 25. 25 Changes from the Peanut Gallery Change Happens in all projects Change Requests Come from Stakeholders: – Project Manager – Sponsor – Team Members – Customer – Regulators – Peanut Gallery Only Approved Changes are Implemented
  26. 26. 26 Change Control Board Meets to review change requests Approves or rejects change requests Roles are clearly defined and agreed upon by appropriate stakeholders All board decisions are documented and communicated to stakeholders for information and follow-up actions Only Approved Changes are Implemented
  27. 27. 27 Manage Baselines Approved changes are documented and added to the project plan Manage baselines to include these changes – Scope baseline – Schedule baseline – Cost baseline
  28. 28. 28 Changes from the Peanut Gallery Integrated Change Management Change Request Form Change Control Board Manage Baselines Only Approved Changes are Implemented This Protects the Project Manager
  29. 29. 29 Road Map Plan A Project goes As Planned Plan B Changes from the Peanut Gallery Plan C Risk Happens
  30. 30. 30 Risk Happens Change requests can result from risks An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives
  31. 31. 31 Risk Happens Risk Management Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Monitoring and Control Risks Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, ©2008 Project Management Institute
  32. 32. 32 Risk Happens Strategies to Manage Risk Avoid Transfer Mitigate Exploit Share Enhance Acceptance Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, ©2008 Project Management Institute
  33. 33. 33 Risk Happens Risk mitigation may require action Project Manager submits a change request Change Control Board reviews request Approved or Rejected Communicate to Stakeholders Adjust Baselines
  34. 34. 34 Risk Happens Change requests can result from risks An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives
  35. 35. 35 Road Map Plan A Project goes As Planned Plan B Changes from the Peanut Gallery Plan C Risk Happens
  36. 36. 36 Project Goes As Planned Plan Do Check Act
  37. 37. 37 Changes from the Peanut Gallery Integrated Change Management Change Request Form Change Control Board Manage Baselines Only Approved Changes are Implemented This Protects the Project Manager
  38. 38. 38 Risk Happens Change requests can result from risks An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives
  39. 39. 39 Objectives At the end of this session you will be able to Monitor and Control Changes in your Project Evaluate the Impact of Proposed Changes (scope, schedule, and cost) Control the Flow of Changes in your Project Stop Worrying and BE IN CONTROL Earn Your Pay as a Project Manager
  40. 40. Monitoring and Controlling Your Project Tom Milner, PMP rtmilner@kc.rr.com Any Questions?

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