This document provides an outline and overview of a course on project and site control. It discusses key topics that will be covered in the course including project planning, control, scheduling, productivity improvement, and contract management. It also discusses the importance of project control and how to effectively monitor and track project progress through methods like the work breakdown structure and earned value approach.
Key Factors For Delivering A Successful Energyseblais2000
The presentation will outline an institutional owner – contractor perspective on the key success factors for delivering a successful Energy Performance Contracting project in an operational educational facility. The importance of engaging the operation and maintenance team will be demonstrated. The topics will cover some of the PM knowledge areas in the planning, executing, monitoring and controlling project stages.
Project management involves systematically planning, organizing, and controlling the key components of a project including its scope, schedule, costs, and quality. It aims to identify and escalate any issues to ensure projects are delivered on time and on budget. Some key aspects of project management include defining requirements and breaking the project scope down into a work breakdown structure, assigning owners to elements of work, developing a schedule and budget, controlling changes, and regularly reporting on progress. Proper documentation of the project plan and any changes is also important for visibility and accountability of the project management process.
Matthew Rockey is an experienced operations manager and engineer with over 10 years of experience in the oil and gas industry. He has a track record of improving operational efficiencies through process improvements and implementing new technologies. His experience includes roles in operations management, engineering, and project supervision. He is skilled in areas such as operations management, strategic planning, team leadership, and budgeting.
Project Integration Management involves five key processes:
1. Develop Project Charter - Defines the project.
2. Develop Project Management Plan - Guides how the project will be executed.
3. Direct and Manage Project Execution - Performing the work outlined in the plan.
4. Monitor and Control Project Work - Tracking progress and addressing issues.
5. Perform Integrated Change Control - Reviewing and approving/managing changes.
These processes span the project lifecycle from initiating to closing and involve balancing the project's scope, schedule, costs, quality, resources, risks, procurements and stakeholder engagement.
Beyond Budget and Scope: Managing Client Expectations and Delivering ValueVanessa Turke
Many projects begin with by ambiguous needs, unclear priorities, mind-changing customers, and of course, a tight deadline. There are tools to monitor budget and schedule, but failure to manage client expectations often results in frustrating miscommunications and serious consequences for projects and business relationships.
Dwayne Davis has over 25 years of experience in project controls functions including cost engineering, budgeting, project management, and risk management. He currently works as a Senior Project Controls Analyst for ICE Inc at MacDill AFB in Tampa, FL where he monitors costs and forecasts spending for a $30M program. Prior experience includes positions as a Lead Cost Engineer, Cost Engineer, Project Controls Manager, and General Manager on power and refinery projects in locations such as North Carolina, Pennsylvania, Florida, Hong Kong, Ghana, and Trinidad.
This document is a resume for Anna Riyell Arrabis De Lara, a Quantity Surveyor. It summarizes her educational and professional background, skills, and experience. She has over 5 years of experience as a Quantity Surveyor managing costs for building projects. Currently she works for Makati Development Corporation managing several projects involving infrastructure, parking structures, and high-rise buildings. Her duties include cost planning, budgeting, procurement, and ensuring projects are completed on time and on budget. She has a Bachelor's degree in Civil Engineering and has attended several training seminars related to her field.
The document provides guidance on quantifying value and performance through metrics for resumes and job applications. It discusses various metrics that can be used to measure contributions in areas like mechanical design, product assurance, program management, technology, and Six Sigma. Examples of metrics include number of design changes per part, schedule performance, production cost per target cost, mean time between failures, and percent of team members with access to collaboration tools. The document emphasizes quantifying results in business-relevant terms to clearly communicate performance relative to key functional objectives and metrics.
Key Factors For Delivering A Successful Energyseblais2000
The presentation will outline an institutional owner – contractor perspective on the key success factors for delivering a successful Energy Performance Contracting project in an operational educational facility. The importance of engaging the operation and maintenance team will be demonstrated. The topics will cover some of the PM knowledge areas in the planning, executing, monitoring and controlling project stages.
Project management involves systematically planning, organizing, and controlling the key components of a project including its scope, schedule, costs, and quality. It aims to identify and escalate any issues to ensure projects are delivered on time and on budget. Some key aspects of project management include defining requirements and breaking the project scope down into a work breakdown structure, assigning owners to elements of work, developing a schedule and budget, controlling changes, and regularly reporting on progress. Proper documentation of the project plan and any changes is also important for visibility and accountability of the project management process.
Matthew Rockey is an experienced operations manager and engineer with over 10 years of experience in the oil and gas industry. He has a track record of improving operational efficiencies through process improvements and implementing new technologies. His experience includes roles in operations management, engineering, and project supervision. He is skilled in areas such as operations management, strategic planning, team leadership, and budgeting.
Project Integration Management involves five key processes:
1. Develop Project Charter - Defines the project.
2. Develop Project Management Plan - Guides how the project will be executed.
3. Direct and Manage Project Execution - Performing the work outlined in the plan.
4. Monitor and Control Project Work - Tracking progress and addressing issues.
5. Perform Integrated Change Control - Reviewing and approving/managing changes.
These processes span the project lifecycle from initiating to closing and involve balancing the project's scope, schedule, costs, quality, resources, risks, procurements and stakeholder engagement.
Beyond Budget and Scope: Managing Client Expectations and Delivering ValueVanessa Turke
Many projects begin with by ambiguous needs, unclear priorities, mind-changing customers, and of course, a tight deadline. There are tools to monitor budget and schedule, but failure to manage client expectations often results in frustrating miscommunications and serious consequences for projects and business relationships.
Dwayne Davis has over 25 years of experience in project controls functions including cost engineering, budgeting, project management, and risk management. He currently works as a Senior Project Controls Analyst for ICE Inc at MacDill AFB in Tampa, FL where he monitors costs and forecasts spending for a $30M program. Prior experience includes positions as a Lead Cost Engineer, Cost Engineer, Project Controls Manager, and General Manager on power and refinery projects in locations such as North Carolina, Pennsylvania, Florida, Hong Kong, Ghana, and Trinidad.
This document is a resume for Anna Riyell Arrabis De Lara, a Quantity Surveyor. It summarizes her educational and professional background, skills, and experience. She has over 5 years of experience as a Quantity Surveyor managing costs for building projects. Currently she works for Makati Development Corporation managing several projects involving infrastructure, parking structures, and high-rise buildings. Her duties include cost planning, budgeting, procurement, and ensuring projects are completed on time and on budget. She has a Bachelor's degree in Civil Engineering and has attended several training seminars related to her field.
The document provides guidance on quantifying value and performance through metrics for resumes and job applications. It discusses various metrics that can be used to measure contributions in areas like mechanical design, product assurance, program management, technology, and Six Sigma. Examples of metrics include number of design changes per part, schedule performance, production cost per target cost, mean time between failures, and percent of team members with access to collaboration tools. The document emphasizes quantifying results in business-relevant terms to clearly communicate performance relative to key functional objectives and metrics.
David Clayton has over 15 years of experience as a senior cost manager in a variety of industries including oil and gas, pharmaceuticals, utilities, and rail. He has worked on projects ranging in value from £10 million to over £1 billion. Some of his responsibilities have included designing and implementing cost management systems, budget management, project reporting, cost analysis, and identifying potential cost savings. He is proficient with cost accounting software including SAP, Oracle, and JDE. Clayton has worked on contract assignments for companies in various countries and cultures.
Project cost control involves establishing a baseline plan and budget, then monitoring actual costs, analyzing differences, forecasting the end result, and making adjustments if needed. Key documents include the business case, request for funding approval, work breakdown structure dividing the project into work packages, the project charter, and the cost baseline plan. Effective cost control requires understanding how projects unfold over their lifecycle and exercising oversight at decision points between phases.
PJM6000
Project Management Practices
Week 5
Deb Cote, MS, Professor Al Grusby, MBA, PMP®
1
Review Last Week
➢ Stakeholder identification and analysis
➢ Stakeholder register
➢ Communications planning
➢ Communications channels
➢ Communications tips – challenges, model, audience
analysis, bad news, clarity, brevity, listening
➢ Communication management plan
➢ Role of PM and project team in stakeholder and
communications planning and management
2
Lecture Overview
❑ Project execution
❑ Project monitoring and controlling
❑ Baselines
❑ Earned Value Management
❑ What is change?
❑ Change management
❑ Change control
❑ Change requests
❑ Team development
❑ Issues management
❑ Ethics
3
4
Project Management Processes
Initiating Planning Executing Monitoring and Controlling Closing
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Plan Cost Mgmt.
Estimate Costs
Determine Budget
Control Costs
Plan Quality Management Manage Quality Control Quality
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Project Team
Manage Project Team
Control Resources
Plan Communications Manage Communications Monitor Communications
Plan Risk Management Implement Risk Responses Control Risks
ID Stakeholders Plan Procurement Conduct Procurements Control Procurements
Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement
5
Project Management Processes
Initiating Planning Executing Monitoring and Controlling Closing
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Plan Cost Mgmt.
Estimate Costs
Determine Budget
Control Costs
Plan Quality Management Manage Quality Control Quality
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Project Team
Manage Project Team
Control Resources
Plan Communications Manage Communications Monitor Communications
Plan Risk Management Implement Risk Responses Control Risks
ID Stakeholders Plan Procurement Conduct Procurements Control Procurements
Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement
Project Execution
PMI Initiation Planning Execution, Monitoring, & Controlling C.
PJM6000
Project Management Practices
Week 5
Deb Cote, MS, Professor Al Grusby, MBA, PMP®
1
Review Last Week
➢ Stakeholder identification and analysis
➢ Stakeholder register
➢ Communications planning
➢ Communications channels
➢ Communications tips – challenges, model, audience
analysis, bad news, clarity, brevity, listening
➢ Communication management plan
➢ Role of PM and project team in stakeholder and
communications planning and management
2
Lecture Overview
❑ Project execution
❑ Project monitoring and controlling
❑ Baselines
❑ Earned Value Management
❑ What is change?
❑ Change management
❑ Change control
❑ Change requests
❑ Team development
❑ Issues management
❑ Ethics
3
4
Project Management Processes
Initiating Planning Executing Monitoring and Controlling Closing
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Plan Cost Mgmt.
Estimate Costs
Determine Budget
Control Costs
Plan Quality Management Manage Quality Control Quality
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Project Team
Manage Project Team
Control Resources
Plan Communications Manage Communications Monitor Communications
Plan Risk Management Implement Risk Responses Control Risks
ID Stakeholders Plan Procurement Conduct Procurements Control Procurements
Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement
5
Project Management Processes
Initiating Planning Executing Monitoring and Controlling Closing
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Plan Cost Mgmt.
Estimate Costs
Determine Budget
Control Costs
Plan Quality Management Manage Quality Control Quality
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Project Team
Manage Project Team
Control Resources
Plan Communications Manage Communications Monitor Communications
Plan Risk Management Implement Risk Responses Control Risks
ID Stakeholders Plan Procurement Conduct Procurements Control Procurements
Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement
Project Execution
PMI Initiation Planning Execution, Monitoring, & Controlling C ...
Here are the calculations based on the project status provided:
PV = $3,000 (Budget for sides 1, 2 and 3)
EV = $2,950 (100% of side 1 + 100% of side 2 + 75% of side 3)
AC = $2,950 (Actual cost spent)
BAC = $6,000 (Budget for all 6 sides)
CV = -$50 (EV - AC)
CPI = 0.99 (EV/AC)
SV = -$50 (EV - PV)
SPI = 0.99 (EV/PV)
EAC = $6,000 (No variance, so EAC equals BAC)
ET
The document introduces Project Control System, a web-based project management solution provided by Proactive Project Management Group. It describes the key features of the solution, including real-time progress monitoring, automated data capture, centralized document management, and reporting capabilities. Case studies are presented showing how the solution helped various organizations reduce costs and improve project delivery times and quality.
The purpose of this document is to provide our clients a complete package
of our capabilities regarding geotechnical, environmental, materials and
geoforensic engineering services for national chain stores, restaurants, and
hotel/motels.
Geotech Engineering and Testing (GET) is a multi-disciplined organization of licensed engineers,
geologists, environmental scientists, field and laboratory technicians, and clerical personnel who combine
their technical capabilities, past experience, dedication, and enthusiasm to offer the finest service through
a combined team effort. The firm offers a wide range of services for large national clients in Texas,
Louisiana, New Mexico, and Oklahoma.
Melbourne streamlining earned value with hd publishedInSync Conference
This document discusses streamlining earned value management. It begins with an overview and then discusses building cost models, developing EVM measurements, and a case study on process readiness. It describes regulatory requirements, characteristics of credible cost estimates, budget/cost estimate challenges, and auditing recommendations. A case study on NASA projects notes few followed basic EVM steps. The document then explains what EVM is, its benefits, drivers of adoption, and key requirements like defining work, assigning budgets, scheduling, cost-loading, and tracking progress. Common EVM tracking systems and challenges are also outlined.
The document discusses improving software project estimates by putting more effort into understanding project scope, gaining experience in the relevant domain and technology, and accounting for unanticipated work. It notes that estimates are often too optimistic due to the "planning fallacy". Better approaches include basing estimates on past actuals, recording time ongoing, and communicating lessons learned beyond just hour estimates. The goal is to provide more accurate and useful information to decision-makers while acknowledging estimates will always have some uncertainty for large projects.
Sonny Daigrepont has over 20 years of experience in offshore construction and project management. He is currently a project engineer managing mechanical, electrical, and structural crews on a lime slaker building project in Alaska. Previously he has held roles as a senior project manager for Chevron and BP, supervising construction and maintenance projects offshore.
The document discusses the importance of planning construction projects and outlines the key stages in a construction project. It summarizes the stages as: 1) Pre-Award stage which involves understanding project requirements and scope. 2) Post-Award/Pre-Execution stage where the planning and execution process is defined. 3) Execution stage where activities are planned and monitored. 4) Closure stage which involves handing over the completed project and reviewing lessons learned. Effective planning at each stage is emphasized as essential for successful project completion within budget and schedule.
1. The document discusses managing changes during construction projects to reduce their negative impacts and improve productivity. Effective change management is essential.
2. Many factors can cause changes, including assumptions being proven wrong and external/internal influences. Changes must be identified, their impacts planned for, and coordination ensured across the project.
3. Tools like scheduling, modeling, and cost control systems can help construction managers monitor costs, identify deviations early, and take corrective actions to reduce overruns from changes. Close monitoring of activities and costs is important for change management.
1. The document discusses managing changes during construction projects to reduce their negative impacts and improve productivity. Effective change management is essential.
2. Many factors can cause changes, including assumptions being proven wrong and external/internal influences. Changes must be identified, their impacts planned for, and coordination ensured across the project.
3. Key aspects of change management are monitoring costs, controlling scope changes, and identifying causes of changes to mitigate negative effects like cost overruns. Change control systems help observe costs and allow timely corrective actions.
1. The document discusses managing changes during construction projects to reduce their negative impacts and improve productivity. Effective change management is essential.
2. Many factors can cause changes, including assumptions being proven wrong and external/internal influences. Changes must be identified, their impacts planned for, and coordination ensured across the project.
3. Tracking costs and taking immediate steps if overruns are detected are important for change control. Software tools can help monitor costs and provide early warnings to facilitate corrective actions.
The document discusses managing changes during construction projects. It identifies several key causes of changes, including poor change management and assumptions made during design that prove incorrect. Effective change management is important for controlling costs and maintaining productivity. The sources of change can be internal or external factors, and identifying the specific causes of changes helps reduce their negative impacts. Tracking actual costs and schedules compared to estimates helps identify where changes have occurred.
The document discusses managing changes during construction projects. It identifies several key causes of changes, including poor change management and assumptions made during design that prove incorrect. Effective change management is important for controlling costs and maintaining productivity. The sources of change can be internal or external factors, and identifying the specific causes of changes helps reduce their negative impacts. Tracking actual costs and schedules compared to estimates helps identify where changes have occurred.
The document discusses implementing a Lean Six Sigma strategy using a process-focused approach. It recommends defining Lean criteria, developing a current state baseline, identifying gaps, and creating a 5-year business plan to drive continuous improvement. Key elements include using the DMAIC process, value stream mapping, eliminating waste, and establishing standard work through tools like 5S and visual controls. The goal is to reduce costs, lead times, and inventories while improving quality, productivity, and time to market.
The document provides information about Project Control System and CMS Solutions. It discusses how CMS Solutions can help deliver projects on-budget and on-time by providing a centralized, web-based system for project monitoring, documentation management, and communication. It highlights benefits such as accurate progress tracking, quality assurance, and reduced project management efforts. Contact information is provided for CMS offices in UAE, India, and UK to discuss how CMS Solutions can help with the next project.
By Leonard Oruko and Howard Elliott.
Presented at the ASTI-FARA conference Agricultural R&D: Investing in Africa's Future: Analyzing Trends, Challenges, and Opportunities - Accra, Ghana on December 5-7, 2011. http://www.asti.cgiar.org/2011conf
David Clayton has over 15 years of experience as a senior cost manager in a variety of industries including oil and gas, pharmaceuticals, utilities, and rail. He has worked on projects ranging in value from £10 million to over £1 billion. Some of his responsibilities have included designing and implementing cost management systems, budget management, project reporting, cost analysis, and identifying potential cost savings. He is proficient with cost accounting software including SAP, Oracle, and JDE. Clayton has worked on contract assignments for companies in various countries and cultures.
Project cost control involves establishing a baseline plan and budget, then monitoring actual costs, analyzing differences, forecasting the end result, and making adjustments if needed. Key documents include the business case, request for funding approval, work breakdown structure dividing the project into work packages, the project charter, and the cost baseline plan. Effective cost control requires understanding how projects unfold over their lifecycle and exercising oversight at decision points between phases.
PJM6000
Project Management Practices
Week 5
Deb Cote, MS, Professor Al Grusby, MBA, PMP®
1
Review Last Week
➢ Stakeholder identification and analysis
➢ Stakeholder register
➢ Communications planning
➢ Communications channels
➢ Communications tips – challenges, model, audience
analysis, bad news, clarity, brevity, listening
➢ Communication management plan
➢ Role of PM and project team in stakeholder and
communications planning and management
2
Lecture Overview
❑ Project execution
❑ Project monitoring and controlling
❑ Baselines
❑ Earned Value Management
❑ What is change?
❑ Change management
❑ Change control
❑ Change requests
❑ Team development
❑ Issues management
❑ Ethics
3
4
Project Management Processes
Initiating Planning Executing Monitoring and Controlling Closing
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Plan Cost Mgmt.
Estimate Costs
Determine Budget
Control Costs
Plan Quality Management Manage Quality Control Quality
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Project Team
Manage Project Team
Control Resources
Plan Communications Manage Communications Monitor Communications
Plan Risk Management Implement Risk Responses Control Risks
ID Stakeholders Plan Procurement Conduct Procurements Control Procurements
Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement
5
Project Management Processes
Initiating Planning Executing Monitoring and Controlling Closing
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Plan Cost Mgmt.
Estimate Costs
Determine Budget
Control Costs
Plan Quality Management Manage Quality Control Quality
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Project Team
Manage Project Team
Control Resources
Plan Communications Manage Communications Monitor Communications
Plan Risk Management Implement Risk Responses Control Risks
ID Stakeholders Plan Procurement Conduct Procurements Control Procurements
Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement
Project Execution
PMI Initiation Planning Execution, Monitoring, & Controlling C.
PJM6000
Project Management Practices
Week 5
Deb Cote, MS, Professor Al Grusby, MBA, PMP®
1
Review Last Week
➢ Stakeholder identification and analysis
➢ Stakeholder register
➢ Communications planning
➢ Communications channels
➢ Communications tips – challenges, model, audience
analysis, bad news, clarity, brevity, listening
➢ Communication management plan
➢ Role of PM and project team in stakeholder and
communications planning and management
2
Lecture Overview
❑ Project execution
❑ Project monitoring and controlling
❑ Baselines
❑ Earned Value Management
❑ What is change?
❑ Change management
❑ Change control
❑ Change requests
❑ Team development
❑ Issues management
❑ Ethics
3
4
Project Management Processes
Initiating Planning Executing Monitoring and Controlling Closing
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Plan Cost Mgmt.
Estimate Costs
Determine Budget
Control Costs
Plan Quality Management Manage Quality Control Quality
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Project Team
Manage Project Team
Control Resources
Plan Communications Manage Communications Monitor Communications
Plan Risk Management Implement Risk Responses Control Risks
ID Stakeholders Plan Procurement Conduct Procurements Control Procurements
Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement
5
Project Management Processes
Initiating Planning Executing Monitoring and Controlling Closing
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Plan Cost Mgmt.
Estimate Costs
Determine Budget
Control Costs
Plan Quality Management Manage Quality Control Quality
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Project Team
Manage Project Team
Control Resources
Plan Communications Manage Communications Monitor Communications
Plan Risk Management Implement Risk Responses Control Risks
ID Stakeholders Plan Procurement Conduct Procurements Control Procurements
Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement
Project Execution
PMI Initiation Planning Execution, Monitoring, & Controlling C ...
Here are the calculations based on the project status provided:
PV = $3,000 (Budget for sides 1, 2 and 3)
EV = $2,950 (100% of side 1 + 100% of side 2 + 75% of side 3)
AC = $2,950 (Actual cost spent)
BAC = $6,000 (Budget for all 6 sides)
CV = -$50 (EV - AC)
CPI = 0.99 (EV/AC)
SV = -$50 (EV - PV)
SPI = 0.99 (EV/PV)
EAC = $6,000 (No variance, so EAC equals BAC)
ET
The document introduces Project Control System, a web-based project management solution provided by Proactive Project Management Group. It describes the key features of the solution, including real-time progress monitoring, automated data capture, centralized document management, and reporting capabilities. Case studies are presented showing how the solution helped various organizations reduce costs and improve project delivery times and quality.
The purpose of this document is to provide our clients a complete package
of our capabilities regarding geotechnical, environmental, materials and
geoforensic engineering services for national chain stores, restaurants, and
hotel/motels.
Geotech Engineering and Testing (GET) is a multi-disciplined organization of licensed engineers,
geologists, environmental scientists, field and laboratory technicians, and clerical personnel who combine
their technical capabilities, past experience, dedication, and enthusiasm to offer the finest service through
a combined team effort. The firm offers a wide range of services for large national clients in Texas,
Louisiana, New Mexico, and Oklahoma.
Melbourne streamlining earned value with hd publishedInSync Conference
This document discusses streamlining earned value management. It begins with an overview and then discusses building cost models, developing EVM measurements, and a case study on process readiness. It describes regulatory requirements, characteristics of credible cost estimates, budget/cost estimate challenges, and auditing recommendations. A case study on NASA projects notes few followed basic EVM steps. The document then explains what EVM is, its benefits, drivers of adoption, and key requirements like defining work, assigning budgets, scheduling, cost-loading, and tracking progress. Common EVM tracking systems and challenges are also outlined.
The document discusses improving software project estimates by putting more effort into understanding project scope, gaining experience in the relevant domain and technology, and accounting for unanticipated work. It notes that estimates are often too optimistic due to the "planning fallacy". Better approaches include basing estimates on past actuals, recording time ongoing, and communicating lessons learned beyond just hour estimates. The goal is to provide more accurate and useful information to decision-makers while acknowledging estimates will always have some uncertainty for large projects.
Sonny Daigrepont has over 20 years of experience in offshore construction and project management. He is currently a project engineer managing mechanical, electrical, and structural crews on a lime slaker building project in Alaska. Previously he has held roles as a senior project manager for Chevron and BP, supervising construction and maintenance projects offshore.
The document discusses the importance of planning construction projects and outlines the key stages in a construction project. It summarizes the stages as: 1) Pre-Award stage which involves understanding project requirements and scope. 2) Post-Award/Pre-Execution stage where the planning and execution process is defined. 3) Execution stage where activities are planned and monitored. 4) Closure stage which involves handing over the completed project and reviewing lessons learned. Effective planning at each stage is emphasized as essential for successful project completion within budget and schedule.
1. The document discusses managing changes during construction projects to reduce their negative impacts and improve productivity. Effective change management is essential.
2. Many factors can cause changes, including assumptions being proven wrong and external/internal influences. Changes must be identified, their impacts planned for, and coordination ensured across the project.
3. Tools like scheduling, modeling, and cost control systems can help construction managers monitor costs, identify deviations early, and take corrective actions to reduce overruns from changes. Close monitoring of activities and costs is important for change management.
1. The document discusses managing changes during construction projects to reduce their negative impacts and improve productivity. Effective change management is essential.
2. Many factors can cause changes, including assumptions being proven wrong and external/internal influences. Changes must be identified, their impacts planned for, and coordination ensured across the project.
3. Key aspects of change management are monitoring costs, controlling scope changes, and identifying causes of changes to mitigate negative effects like cost overruns. Change control systems help observe costs and allow timely corrective actions.
1. The document discusses managing changes during construction projects to reduce their negative impacts and improve productivity. Effective change management is essential.
2. Many factors can cause changes, including assumptions being proven wrong and external/internal influences. Changes must be identified, their impacts planned for, and coordination ensured across the project.
3. Tracking costs and taking immediate steps if overruns are detected are important for change control. Software tools can help monitor costs and provide early warnings to facilitate corrective actions.
The document discusses managing changes during construction projects. It identifies several key causes of changes, including poor change management and assumptions made during design that prove incorrect. Effective change management is important for controlling costs and maintaining productivity. The sources of change can be internal or external factors, and identifying the specific causes of changes helps reduce their negative impacts. Tracking actual costs and schedules compared to estimates helps identify where changes have occurred.
The document discusses managing changes during construction projects. It identifies several key causes of changes, including poor change management and assumptions made during design that prove incorrect. Effective change management is important for controlling costs and maintaining productivity. The sources of change can be internal or external factors, and identifying the specific causes of changes helps reduce their negative impacts. Tracking actual costs and schedules compared to estimates helps identify where changes have occurred.
The document discusses implementing a Lean Six Sigma strategy using a process-focused approach. It recommends defining Lean criteria, developing a current state baseline, identifying gaps, and creating a 5-year business plan to drive continuous improvement. Key elements include using the DMAIC process, value stream mapping, eliminating waste, and establishing standard work through tools like 5S and visual controls. The goal is to reduce costs, lead times, and inventories while improving quality, productivity, and time to market.
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By Leonard Oruko and Howard Elliott.
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আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
(07) 5806 project control
1. CE 5806 Project & Site Control
David Chua Kim Huat
Associate Professor
E2-04-08, tel: 65162195 email: cvedavid
Assoc Prof David Chua Dept of Civil Engrg, NUS
2. Course Outline & Perspective
Development and Organisation of Projects (week 1)
– Project phases; organisational concepts; contractual relationships
Project Planning (week 1-3)
– Managerial philosophy and function of planning; network methods; resource
levelling; linear scheduling;
Project Control (week 4)
– Managerial philosophy and function of control; WBS; schedule and cost
philosoph f nction control WBS sched le
control; earned value
Advanced Methods (week 5-7)
– Schedule compression; p
p ; probabilistic methods; theory of constraints; lean
; y ;
construction; critical chain; interface management
Productivity Improvement (week 8-9)
– Factors affecting productivity; concept of work flows, capacity and bottlenecks
Site Control and Contract Management (week 10-12)
– Documentation and quality management; contract management – variation
and extension of time; construction safety and health
Assoc Prof David Chua Dept of Civil Engrg, NUS
3. Control of Project Cost and Schedule
Key Issues:
1. Understand the key concepts in project control
2. Learn the earned value approach to project control & its
importance
3. Know how to measure & track progress
4. Use h
4 U the WBS method to plan and organise project
h d l d i j
Assoc Prof David Chua Dept of Civil Engrg, NUS
4. Managerial Function of Control
Critical to effective management is the supplying of information
– Type of information
– Amount of information
Timeliness of control system
– Reporting period & delay in the reporting information; gives
dela gi es
rise to time lag in control
– Delay in reporting should be minimized to one or two weeks
– Fast paced projects with many parties and contractual
obligations must be more tightly monitored.
– Amount of work progress may overwhelm scheduler.
p g y
– Too often costly (time, overheads). May become a nuisance.
– Waiting too long to update may eliminate effectiveness of
updating as a control tool – no time for corrective action
– If delay, can supplement with rough and ready control systems
Assoc Prof David Chua Dept of Civil Engrg, NUS
5. Managerial Function of Control
Example of timeliness vs accuracy
– Cost of materials can be reported at several stages and they
affect the reliability of cost reports:
When order is placed (commitment)
Material delivered
Material issued from stores
Material actually used
Invoice paid
p
If wait till invoice – long delay and useless for control purposes
Commitment stage – inaccurate because may not be used or
delivered but timely
These are then corrected at later stages
Assoc Prof David Chua Dept of Civil Engrg, NUS
6. Managerial Function of Control
Level of detail
– Cost information for control if collected using cost codes
existing in the company s accounting system; can be a problem
company’s
– Some activity based costing needed
Project No Area Operation Distribution Cost
08BE02 03 096600 01 $4 000
$4,000
– Need to be balanced with the time to prepare; having
approximately accurate information timely is more helpful
pp y y p
than accurate information 2 to 3 months after the event
– Over controlled makes it cumbersome and expensive
So h is
S what i a good rule of thumb?
d l f h b?
– 20 – 80% rule
Critical items in greater detail, otherwise in summary level
Critical items: high proportion or high escalation
Assoc Prof David Chua Dept of Civil Engrg, NUS
7. Managerial Function of Control
Data vs information
– 100 page report on procurement or 10 lines printout that 5
orders are likely to be late
– Exception reporting, trouble spots and deviations
Obj i vs subjective data and information
Objective bj i d di f i
– Should be as objective as possible
– If subjective estimates could lead to 90% syndrome:
Project appears to progress well until it is 90% complete
j ll il i i l
Actual progress then has to catch up
Assoc Prof David Chua Dept of Civil Engrg, NUS
8. Example of CSI (Construction Specifications Institute) Format
09600 Flooring
09610 Floor Treatment Slip - Resistant Floor Treatment
Static - Resistant Floor Treatment
09620 Specialty Flooring Asphalt Plank Flooring Plastic Laminate Flooring
Athletic Flooring
Athl ti Fl i
09630 Masonry Flooring Brick Flooring Marble Flooring
Chemical - Resistant Brick Flooring
Flagstone Flooring
g g State Flooring
g
Granite Flooring Stone Flooring
09640 Wood Flooring Cushioned Wood Flooring Assemblies
Mastic Set Wood Flooring Assemblies
Resilient Wood Flooring Assemblies
Wood Athletic Flooring Wood Block Flooring
Wood Composition Flooring Wood Parquet Flooring
Wood Strip Flooring
09650 Resilient Flooring
09660 Static Control Flooring
09670 Fluid-Applied Flooring
09680 Carpet
09690 Flooring Restoration
Assoc Prof David Chua Dept of Civil Engrg, NUS
9. Approach to Control
Variance Analysis Method What is the problem with this method?
– Measures the difference
between two factors, e.g. Historic backward looking
between actual and planned
– Examples: Not effectively used to p
y portray
y
Planned vs actual start performance
Planned vs actual finish
Duration,
Duration milestones
Budgeted vs actual cost
Manhours, unit cost, % complete
Measured value vs actual cost
M d l l
Assoc Prof David Chua Dept of Civil Engrg, NUS
10. Approach to Control
Key questions that must be – Is the rate of work accelerating or
answered: decelerating as it should?
– What happened in the past? Rate of build up of work – cost and
Are we on schedule? progress
If variation, where, why, who? S-charts
What effect and what can be done?
Is work within budget? Etc Thus, need to be forward
looking, predicting, surfacing
– What is going to happen in the trends and sensitive enough
future?
f to pick up adverse
Are we going to be on schedule, performance as soon as it
budget? occurs so that something can
Important to be aware of trends in y
be done to rectify it
early stage to influence outcome
What is final cost and completion
date?
Assoc Prof David Chua Dept of Civil Engrg, NUS
11. Approach to Control
Data not effectively used to give integrated control
Planned vs actual does not really tell PM whether more or less
than budgeted have been expended.
Why??
Example:
Activity budgeted cost cum. Budget actual cum. cost variance cum. variance
in period
p to date cost to date to date p
period to date
A $60,000 $135,000 $66,000 $150,000 -$6,000 -$15,000
B $45,000 $90,000 $39,000 $99,000 $6,000 $9,000
Does not show whether expenditure results in planned work
completed
Simply – variance in cost could be cost related or schedule related
Assoc Prof David Chua Dept of Civil Engrg, NUS
12. Approach to Control
$60,000 for A may represent the 500 units of excavation
$66,000 is the actual cost of quantity not specified
Say it is for 540 units and the estimated excavation cost is $120/unit
Work completed is worth $64,800, thus +ve variance of $1,200
$64,800 is the earned value
Example:
Activity budgeted cost cum. Budget actual cum. cost variance cum. variance
in period to date cost to date to date period to date
A $60,000 $135,000 $66,000 $150,000 -$6,000 -$15,000
B $45,000 $90,000 $39,000 $99,000 $6,000 $9,000
Three sets of data available that needs to be integrated to give
effective control
1. Planned
2.
2 Actual
3. Value earned (“earned value”)
Assoc Prof David Chua Dept of Civil Engrg, NUS
13. Earned Value Approach
Example:
Activity budgeted cost cum. Budget actual cum. cost variance cum. variance
p
in period to date cost to date to date p
period to date
A $60,000 $135,000 $66,000 $150,000 -$6,000 -$15,000
B $45,000 $90,000 $39,000 $99,000 $6,000 $9,000
Quantities: 540 units
Cost: $120/unit
Earned value= $64,800
Variance in cost = Earned value – Actual cost
= $64,800 - $66,000
= -$1,200
Meaning the concrete put in cost $1,200 more than it should
Variance in schedule = Earned value – budget cost
How much is planned? = $64,800 - $60,000
How much is done? = $4 800
$4,800
How much ahead? Meaning $4,400 more work was completed than planned
Assoc Prof David Chua Dept of Civil Engrg, NUS
14. Key Cost Measures
ACWP: actual cost of work performed
– amount reported as actually expended in completing work performed
BCWP: budgeted cost of work performed
– budgeted amount of cost for work completed
– “earned value of work performed”
BCWS: budgeted cost of work scheduled
– budgeted amount of cost for the work scheduled to be p
g performed
Variance Measures Alternatively
– Cost variance = BCWP - ACWP
va a ce CW CW C
CPI = BCWP/ACWP
CW / CW
– Performance variance = BCWP - BCWS SPI = BCWP/BCWS
0 is favourable 1 is favourable
Assoc Prof David Chua Dept of Civil Engrg, NUS
15. Earned Value Approach Usual to use labour
hours for weighted value
g
for performance
measurement
Project A example
Master Activities Estimated Scheduled Scheduled Estimated
Man hours
Man-hours Start Finish Cost
(end of day) (end of day) ($1000)
Site earth works 450 0 20 40
Structural works 1,000 10 40 90
Mechanical i i
M h i l piping 1,500
1 500 20 70 350
Control systems 750 40 80 140
Reactor Towers 400 50 80 120
Systems Check
y 300 80 95 60
Total 800
Assoc Prof David Chua Dept of Civil Engrg, NUS
17. At end of day 40
Master Activities % complete Actual Cost
($1000)
Site earth works 100 45
Structural works 85 110
Mechanical piping 20 65
Control systems 5 10
Reactor towers - -
Systems Check - -
Determine progress of project in terms of cost and schedule.
ACWP = $230 k
BCWP = 100% x 40k 40 k
85% x 90k 76.5 k
20% x 350k 70 k
5% x 140k 7 k
total $193.5 k
Assoc Prof David Chua Dept of Civil Engrg, NUS
18. Schedule and Cost Variances
$270K
BCWS
900
ACWP
800
700 BCWS
600
Ahead
BCWS ($1000's)
BCWP
500
400
300
B
200
Behind
100
0
0 20 40 60 80 100
8 days Project Days
behind
$193.5K
$193 5K $ 30
$230K
Assoc Prof David Chua Dept of Civil Engrg, NUS
19. Actual progress compared with ES and LS curves
BCWS
900
800
Projected
700
ES LS completion
p
600
BCWS ($1000's)
500
400
Actual progress
300
B
200
100
0
0 20 40 60 80 100
Project Days
Assoc Prof David Chua Dept of Civil Engrg, NUS
20. Measurement of Work Completed
Units completed Applicable to tasks that are repetitive and require
uniform effort
Number of precast beams to install for floor
= 120
Number of beams installed = 75
% complete = 75/120*100% = 62.5%
Start/Finish Applicable to activities of uncertain duration with no
well-defined intermediate milestones.
Start activities are given a percent complete
say 20 30% f l
20-30% for long activities
ti iti
Supervisor Opinion Informed judgement concerning completion status
j g g p
Dewatering, constructing temporary facilities,
landscaping are usually judged this way
Assoc Prof David Chua Dept of Civil Engrg, NUS
21. Incremental milestone approach:
Applicable to activities which have multiple units of work
with several sequential tasks
e.g. form, reinforce & pour concrete footings
Foundation: Example: 150 footings
Excavation 5% Excavation – 20 footings: 20*5% =1
Formwork50% Formwork – 10 footings: 10*55% = 5.5 55
Rebar/embeds 20% Rebar/embeds – 8 footings: 8*75% =6
Pour & finish 10% Pour & finish – 30 footings: 30*85% = 25.5
Strip & finish 10% Strip & finish – 20 footings: 20*95% = 19
Backfill 5%
Backfill – 10 footings: = 10
Total:
67 footings out of 150
= 67/150*100% = 44.7%
Assoc Prof David Chua Dept of Civil Engrg, NUS
22. Measurement of Work Completed
Cost ratio Applicable to tasks that are continuous and where costs bear
a strong relationship to total effort required
actual cost or work hours to date
% complete
forecast to completion
f t l ti
Weighted or Progress correlated to weight of material or some other units.
equivalent
i l t
units
Assoc Prof David Chua Dept of Civil Engrg, NUS
23. Project A example
Master Activities Weighted Value Unit Quantity at Quantity Actual
(man-hours) completion completed man hours
1.0 Site earth works 450
1.1 Site grading 200 m3 5,000 4,000 150
1.2 Compacted building 180 m3 10,000 7,500 150
fill
1.3 Fencing 70 m 800 610 60
Master Activities Weighted Value Man-hrs Actual man
(
(man-hours)) earned hours
1.0 Site earth works 450
1.1 Site grading 200 4000/5000 x 200 160 150
1.2 Compacted building fill 180 7500/10000 x 180 135 150
1.3 Fencingg 70 610/800 x 70 53.4 60
Total 348.4 360
Percent complete = 348.4/450 = 77.4%
Productivity = 348.4/360 = 96.8%
Assoc Prof David Chua Dept of Civil Engrg, NUS
24. Network-
Network-based Control System
Requires a well-defined work Work breakdown structure -
plan,
plan budget and schedule smallest unit is the work package
– provides the benchmarks for – work defined in sufficient detail
control to be be measured, budgeted,
Must be developed with inputs scheduled and controlled
from people performing the work – several WPs in one activity or
single WP comprising several
Must be communicated to all
activities
participants
Difference between network
To be effective, must be simple to
approach and cost accounting
administer and easily understood approach
by all participants
Efficiency of system
– decide on level of detail, quantity
of information, frequency of
collection
ll i
Assoc Prof David Chua Dept of Civil Engrg, NUS
25. Work Breakdown Structure
Building
Site work Foundations Structure Curtain wall Finishes Electrical
Survey Excavation Piles Pile caps Ground beams
Test piles Area 1 Area 2
Drive piles Inspect Clean Rebar Pour concrete
WBS used in planning stage to identify tasks and subtasks
Assign responsibilities, achieve management control
No fixed rule for level of detail and breakdown structure
Assoc Prof David Chua Dept of Civil Engrg, NUS
26. WBS Hierarchy
Power S
Station
Boiler house Turbine house Coal handling Water cooling
plant plant
Cooling Condenser Turbine blocks Retaining walls
water pipes foundations
Foundations Columns Machine platform
Rebar Prepare Formwork Erect formwork
Assoc Prof David Chua Dept of Civil Engrg, NUS
27. WBS with organisation structure
Oranizational structure
ucture
eakdown Stru
Work Bre
Assoc Prof David Chua Dept of Civil Engrg, NUS