3. Overview
• Controls
– Purpose of control
– Monitor
– Controls overview
– Project start up
– Controlled progress
– Controlled close
– Stages
3
4. Purpose of control
Control is all about decision making and is central to project management
The 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
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. Controls Overview
Project 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
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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
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9. Project initiation
The
The project objectives
The reasons for the project
The project boundaries and interfaces to the outside world
When
The division of the project into stages
Who
When the major products will be delivered
Who the customer is
Who has responsibilities and
authorities
How
How the acceptability of its
product will be assessed
How the objectives will be met
What
How much the project will cost
What products will be delivered
What assumptions have been or How the project will be controlled
can be made
What major risks exist
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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
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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.
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12. Controlled progress - Tolerance
Corporate or
programme
Project tolerances
management
Project Plan deviation
Project Board
Stage tolerances
Stage Plan deviation
Project Manager
Work Package tolerances
Work Package deviation
Team Manager
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13. Controlled progress - Tolerance
Corporate or
programme
Project tolerances
management
Project Plan deviation
Project Board
Stage tolerances
Stage Plan deviation
Project Manager
Work Package tolerances
Work Package deviation
Team Manager
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14. Controlled progress - Tolerance
Corporate or
programme
Project tolerances
management
Project Plan deviation
Project Board
Stage tolerances
Stage Plan deviation
Project Manager
Work Package tolerances
Work Package deviation
Team Manager
12
21. Controlled progress
Product Descriptions
• Why it is needed
• What it will look like
• Where it will come from
• The quality specification to which it
must be built
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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.
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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.
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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).
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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.
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26. Controlled close
–Project closure notification
–Lessons Learned Report
–Follow-on Action Recommendations
–End Project Report
–Post-Project Review Plan
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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
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28. Project
Stage 1 Stage 2 Stage 3 Stage 4
Specification
Design
Build
Training
Commission
Products crossing management stage boundaries
Project
Stage 1 Stage 2 Stage 3 Stage 4
Specification
Overall Periphery
design design
Design
Build
Training
syllabus Trained staff
Commission
Products broken down to fit within management stages
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