1357086Contract and Project ManagementDavid Sowden, The University of Hull
1357086Contract and Project ManagementControlsDavid Sowden, The University of Hull
Overview• Controls – Purpose of control – Monitor – Controls overview – Project start up – Controlled progress – Controlle...
Purpose of controlControl is all about decision making and is central to project managementThe purpose of control is to en...
Purpose of control                     Plan         Control            Monitor                       5
Monitor – Monitor progress – Compare achievement with plan – Review plans and options against future situations – Detect p...
Controls OverviewProject Board controls       Project Manager controls  – Authorising Initiation       – Day to day activi...
Project start up  – Set up the project management team      • making sure the Project Board and Project Manager can       ...
Project initiationTheThe project objectivesThe reasons for the projectThe project boundaries and interfaces to the outside...
Project communication – Who is involved in the project – Who needs information – What information they need – When they ne...
Controlled progress                          1ST V     •   Tolerance                                                  I   ...
Controlled progress - Tolerance                            Corporate or                            programme      Project ...
Controlled progress - Tolerance                            Corporate or                            programme      Project ...
Controlled progress - Tolerance                            Corporate or                            programme      Project ...
Controlled progress - Tolerance         • Time         • Cost   other normal tolerances                             13
Controlled progress - Tolerance         • Time         • Cost   other normal tolerances         • Scope                   ...
Controlled progress - Tolerance         • Time         • Cost   other normal tolerances         • Scope         • Risk    ...
Controlled progress - Tolerance         • Time         • Cost   other normal tolerances         • Scope         • Risk    ...
Controlled progress - Tolerance         • Time         • Cost   other normal tolerances         • Scope         • Risk    ...
TASKReview the tolerances within your project
Controlled progressProduct Descriptions   • Why it is needed   • What it will look like   • Where it will come from   • Th...
Controlled progress     •   Tolerance     •   Product Descriptions     •   Work Packages     •   Quality Control     •   Q...
Controlled progress - Project Issues & change control    • The user’s requirement changes    • Government legislation chan...
Controlled progress - End Stage Assessment   • Review against Business Case - is the project still viable   • Review again...
Controlled progress - ‘Daily Log’    • Typical entries could include:      – Check with a risk owner on the current state ...
Controlled close     –Project closure notification     –Lessons Learned Report     –Follow-on Action Recommendations     –...
Stages   • Stages are partitions of the project with management     decision points.      – Provide a ‘fire break’ for the...
Project  Stage 1               Stage 2                 Stage 3         Stage 4Specification                          Design...
TASKReview the stages within      your project
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57086 13 controls

  1. 1. 1357086Contract and Project ManagementDavid Sowden, The University of Hull
  2. 2. 1357086Contract and Project ManagementControlsDavid Sowden, The University of Hull
  3. 3. Overview• Controls – Purpose of control – Monitor – Controls overview – Project start up – Controlled progress – Controlled close – Stages 3
  4. 4. Purpose of controlControl is all about decision making and is central to project managementThe purpose of control is to ensure that the project:• Remains viable against its Business Case• Is producing the required products, which meet the defined quality criteria• Is being carried out to schedule and in accordance with its resource and cost plans 4
  5. 5. Purpose of control Plan Control Monitor 5
  6. 6. Monitor – Monitor progress – Compare achievement with plan – Review plans and options against future situations – Detect problems and identify risks – Initiate corrective action – Authorise further work 6
  7. 7. Controls OverviewProject Board controls Project Manager controls – Authorising Initiation – Day to day activities – Authorising a project – Adjustments within tolerance – End stage assessments – Alignment to Business Case – Highlight reports – Work Package authorisation – Exception reports – Controls on quality, time and cost – Exception assessment – Reporting (Checkpoint) – Project closure – Quality Log – All Project staff – Risk Log 7
  8. 8. Project start up – Set up the project management team • making sure the Project Board and Project Manager can make the necessary decisions about the project – Develop a rudimentary Project Mandate into the Project Brief – Confirm the Project Approach – Plan the Initiation Stage 8
  9. 9. Project initiationTheThe project objectivesThe reasons for the projectThe project boundaries and interfaces to the outside world WhenThe division of the project into stagesWho When the major products will be deliveredWho the customer isWho has responsibilities andauthorities How How the acceptability of its product will be assessed How the objectives will be metWhat How much the project will costWhat products will be deliveredWhat assumptions have been or How the project will be controlledcan be madeWhat major risks exist 9
  10. 10. Project communication – Who is involved in the project – Who needs information – What information they need – When they need it – The format in which it should be presented 10
  11. 11. Controlled progress 1ST V • Tolerance I EW • Product Descriptions • Work Packages • Quality Control • Quality Log • Project Issues and change control • Risk Log • Checkpoint • Planning and replanning • Highlight Report • Exception Report • End Stage Assessment • End Stage Report • Exception Assessment • Daily Log • Lessons Learned Log. 11
  12. 12. Controlled progress - Tolerance Corporate or programme Project tolerances management Project Plan deviation Project Board Stage tolerances Stage Plan deviation Project ManagerWork Package tolerances Work Package deviation Team Manager 12
  13. 13. Controlled progress - Tolerance Corporate or programme Project tolerances management Project Plan deviation Project Board Stage tolerances Stage Plan deviation Project ManagerWork Package tolerances Work Package deviation Team Manager 12
  14. 14. Controlled progress - Tolerance Corporate or programme Project tolerances management Project Plan deviation Project Board Stage tolerances Stage Plan deviation Project ManagerWork Package tolerances Work Package deviation Team Manager 12
  15. 15. Controlled progress - Tolerance • Time • Cost other normal tolerances 13
  16. 16. Controlled progress - Tolerance • Time • Cost other normal tolerances • Scope 13
  17. 17. Controlled progress - Tolerance • Time • Cost other normal tolerances • Scope • Risk 13
  18. 18. Controlled progress - Tolerance • Time • Cost other normal tolerances • Scope • Risk • Benefits 13
  19. 19. Controlled progress - Tolerance • Time • Cost other normal tolerances • Scope • Risk • Benefits • Quality 13
  20. 20. TASKReview the tolerances within your project
  21. 21. Controlled progressProduct Descriptions • Why it is needed • What it will look like • Where it will come from • The quality specification to which it must be built 15
  22. 22. Controlled progress • Tolerance • Product Descriptions • Work Packages • Quality Control • Quality Log • Project Issues and change control • Risk Log • Checkpoint • Planning and replanning • Highlight Report • Exception Report • End Stage Assessment • End Stage Report • Exception Assessment • Daily Log • Lessons Learned Log. 16
  23. 23. Controlled progress - Project Issues & change control • The user’s requirement changes • Government legislation changes and the product’s specifications must be revised to accommodate these changes • The user or supplier wants to change or add an acceptance criterion • During the development, extra features suggest themselves for inclusion • There are organisational or business changes that alter the scope and objectives of the project • The supplier finds that is will be impossible to deliver everything within the agreed cost or schedule • A question arises on whether the supplier can meet a particular part of the specification or acceptance criterion • A sub-contractor or interfacing project (activity) fails to meet its planned commitment • Resources availability changes. 17
  24. 24. Controlled progress - End Stage Assessment • Review against Business Case - is the project still viable • Review against Stage Plan • Satisfy the Project Board concerning Quality of the Products • Establish the current stage has been completed satisfactorily • Check whether external events have changed • Risk analysis and management review of the project to date, and next stage plans linked to overall Project Plan • Review overall Project status against Project Plan • Review the Next Stage Plan against Project Plan • Ensure - complete and consistent baseline established for Next Stage • Review tolerances • Ensure specialist aspects of the project are still sound • Authorise the passage of the project to the next stage (is the business case remain viable). 18
  25. 25. Controlled progress - ‘Daily Log’ • Typical entries could include: – Check with a risk owner on the current state of risk – Note what is on the critical path and check status – Note any products due for completion in the next few days and check status – Review Quality Log for any check that are late in being done – Make a note to check on any outstanding Project Issues – Make a note to follow up- out standing items - as highlighted in reports – Take action on slippage before a modified plan has to be created – Check on status of tolerances. 19
  26. 26. Controlled close –Project closure notification –Lessons Learned Report –Follow-on Action Recommendations –End Project Report –Post-Project Review Plan 20
  27. 27. Stages • Stages are partitions of the project with management decision points. – Provide a ‘fire break’ for the project by encouraging the Project Board (WBL3 - Supervisors) to assess the project viability at regular intervals – Ensuring key decisions are made prior to detailed work • whether to commit major resources such as capital investment • what the impact is of major risk elements • the clarification of previously unknown or ill- understood parts of the project – Clarify what impact identified external influences will have – Reviewing a risky project at key moments when new information is available 21
  28. 28. Project Stage 1 Stage 2 Stage 3 Stage 4Specification Design Build Training Commission Products crossing management stage boundaries Project Stage 1 Stage 2 Stage 3 Stage 4Specification Overall Periphery design design Design Build Training syllabus Trained staff Commission Products broken down to fit within management stages 22
  29. 29. TASKReview the stages within your project

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