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Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
Project Controlling and Project Monitoring
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Project Controlling and Project Monitoring

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  • 1. Collage of Engineering Project Controlling and Project Monitoring4/23/2010 Author: Dr. Tomas Ganiron Jr 1
  • 2. Monitor and ControlDuring all of the phases and the process groups, regular monitoring and controls are required. These include : scope change management, change management, quality control, time management, budget management, risk management and contract administration.4/23/2010 Author: Dr. Tomas Ganiron Jr 2
  • 3. Monitor and ControlActivities in this group are:  Monitor and Control Project Work  Integrated Change Control  Scope Verification  Scope Control  Schedule Control  Cost Control  Perform Quality Control  Manage Project Team  Performance Reporting  Manage Stakeholders  Risk Monitoring and Control  Contract Administration4/23/2010 Author: Dr. Tomas Ganiron Jr 3
  • 4. What Are We Controlling?  Progress vs. plan:  Cost  Schedule  Scope  Stakeholder satisfaction  Changes:  To the progress measurement baselines  To the description of the product of the project 4/23/2010 Author: Dr. Tomas Ganiron Jr 4
  • 5. Elements of Project Control Baseline Development Change Progress Control Monitoring4/23/2010 Author: Dr. Tomas Ganiron Jr 5
  • 6. Baseline Development Doubt is not a pleasant condition, but certainty is absurd. Voltaire 4/23/2010 Author: Dr. Tomas Ganiron Jr 6
  • 7. Four Major Baselines  Scope baseline = product description  Stakeholder satisfaction baseline = project success criteria  Cost baseline = budget  Accrual-based  Cash-based  Schedule baseline = schedule 4/23/2010 Author: Dr. Tomas Ganiron Jr 7
  • 8. Change Control Kelly’s Koncept The Wright Brothers’ great insight was that instability was necessary for maneuverability. A ponderous bird would not fly.4/23/2010 Author: Dr. Tomas Ganiron Jr 8
  • 9. Module Overview Objectives of change management Requirements for good change management4/23/2010 Author: Dr. Tomas Ganiron Jr 9
  • 10. Types of Changes  Scope changes (modify product documentation and often project plan):  Requirements change  Clarifications  Site emergencies  Work changes (modify project plan):  Resource change  Modified approach  Corrective action4/23/2010 Author: Dr. Tomas Ganiron Jr 10
  • 11. Definition:Corrective Action Steps taken to align future project direction with the stakeholders’ success measures. 4/23/2010 Author: Dr. Tomas Ganiron Jr 11
  • 12. Evaluating Change Requests  All change requests are documented:  Emergency changes are documented after the fact.  Non-emergencies are documented by the requestor before being considered.  Change requests should be documented by the requestor.4/23/2010 Author: Dr. Tomas Ganiron Jr 12
  • 13. First Level Approvalof Change Requests  Usually provided by the project manager or a senior team member:  Are the expected benefits significant enough to merit further investigation?  Implications:  Must have budget for this work!  Benefits may include cost avoidance  Organizational politics must be considered 4/23/2010 Author: Dr. Tomas Ganiron Jr 13
  • 14. Second Level Approval ofChange Requests  Usually provided by a Change Control Board (CCB):  Do the expected benefits outweigh the costs?  Implications:  Must have budget for this work!  Benefits may include cost avoidance  Organizational politics must be considered 4/23/2010 Author: Dr. Tomas Ganiron Jr 14
  • 15. Other Considerations  Life cycle costing — purchase cost vs. operating cost:  Three-lane bridge, two-lane road  Re-usable code  Item costing — for quantity-based changes:  Fixed costs = cost to deliver first unit  Variable costs = cost per unit 4/23/2010 Author: Dr. Tomas Ganiron Jr 15
  • 16. Tools and Techniques forChange Control Change control board (CCB) Escalation procedures Work authorization Configuration management 4/23/2010 Author: Dr. Tomas Ganiron Jr 16
  • 17. Change Control Board  A formally constituted group responsible for approving or rejecting change requests.  Powers and responsibilities should be well-defined and agreed upon in advance.  On larger, more complex projects, there may be multiple CCBs.4/23/2010 Author: Dr. Tomas Ganiron Jr 17
  • 18. Escalation Procedures  How are differences within the team handled?  Can a CCB decision be appealed? Can other decisions be appealed?  To whom?  Under what circumstances? 4/23/2010 Author: Dr. Tomas Ganiron Jr 18
  • 19. Configuration Management A procedure for applying technical and administrative direction and surveillance to:  Identify and document the functional and physical characteristics of an item or system.  Control any changes to such characteristics.  Record and report the change and its implementation status.  Audit the items and system to verify conformance to requirements.4/23/2010 Author: Dr. Tomas Ganiron Jr 19
  • 20. In Simpler Words  Is the document current and complete?  Can you prove it? 4/23/2010 Author: Dr. Tomas Ganiron Jr 20
  • 21. Summary ofKey Points Change control procedures must be defined at the start of the project. Project budgets must include funds for evaluating change requests. Approved changes should generally result in updated baselines.4/23/2010 Author: Dr. Tomas Ganiron Jr 21
  • 22. 7-2 PM responsibility  The Project Manager needs to measure performance to find out how progress  differs from plan in time to initiate corrective action. The controlling activity often cause a redefinition of project objectives 4/23/2010 Author: Dr. Tomas Ganiron Jr 22
  • 23. 7-2 PM responsibilityPM produce a Status report including : What did we plan to achieve this period? What did we actually achieve? Why is there a difference? What do we plan to achieve next period? How are we managing existing risks? Are there any new risks? What are the current major issues? What are we doing about them? Are there any change requests to be authorised? 4/23/2010 Author: Dr. Tomas Ganiron Jr 23

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