The document provides guidance on managing projects to successful completion through project control activities like monitoring schedule and budget performance, analyzing variances, communicating regularly with stakeholders, monitoring risks, and conducting a post-project evaluation. It discusses establishing a project management information system, tracking schedule and work efforts, analyzing expenditures, developing a project communication plan, providing leadership, and closing out administrative and financial aspects of the project. The purpose is to ensure projects stay on track and deliver intended benefits by applying various project control and management techniques.

1. PART IV
Steering the ship:
MANAGING YOUR PROJECT TO SUCCESS
Integrative Project
III
First Term
Book Report
Andrea Belen Vallejo Espin
Judith Yolanda Machisaca Carchipulla

2. Staying on
course
Project Control
-Reconfirming the plan
- Assessing performance
-Talking corrective action
-Keeping people informed
Project Management
Information Systems
Inputs: Raw data
Processes: Analyses and
compares data actual
performance vs. planned
performance
Outputs: Report presenting
results
Monitoring
schedule
performance:
Define the Schedule: -start
and end dates for each
activity
-dates for milestones to
reach
Analyzing schedule
performance:
- Activity or millstone
identification code and
name
-
Monitoring work
effort
Analyzing work effort
expended:
Evaluate work-effort
expenditures with those in
the plan
From the plan:
-The work package
identifiers and names
--Total hours budgeted for
each team to spend on each
package
-Hours budgeted per team
for every week
From the report:
Number of hours each team spent on
each work package
-Hours left for each team to spend
Difference between hours in the plan
and hours actually spent
Collecting work-effort data
-Number of hours a team
member worked on each
package daily
-Team member´s verifying
signature
-Approval signature
verifying the time charges
are valid and appropriate
Choosing a vehicle to
support your work-effort
tracking system
Existing: allocate person´s pay
to work, vacation time, sick
and holiday leave.
- Standard reports may not
present information needed to
support tracking effort
Create: note daily calendars
hours spent on different
activities
-Software: Microsoft project,
Microsoft Access, Microsoft
Excel.

3. 1. Include rough
estimate of each
item´s cost in
project´s budget
2. Submit written,
approved request for
the item to
procurement
department
3. Procurement
department selects a
vendor and submits
a purchase order
4. The vendor agrees
to provide the item
you requested
6. You receive and
accept to provide the
item you requested
6. Finance
department receives
a bill for the item
7. Your finance
department
disburses funds to
pay for the item
Analyzing
expenditures
- Identifying codes
and names for
each WBS
- The funds
budgeted for WBS
in performance
period
- The cumulative
fund budgeted to
date for each WBS
- Total budget for
each WBS
Collectingexpenditure
dataandimprove
accuracy:
-Remove purchase orders from
totals after the bill
-Include correct work package
charge code on each purchase
requisition and purchase order
- Periodically remove voided or
canceled purchase requisitions and
purchase orders from lists of
outstanding documents

4. Head off
problems before
they occur
Formalizing your
control process
Identifying
possible causes of
delays and
variances
Identifying
possible
corrective actions
Getting back on
track: Rebase
lining
At start: Reconfirm
During: record
schedule
Intervals: submit data
End: enter people's
tracking data into
PMIS.
-confirm max number of
hours per activity
Arrange time-systems
Get audience´s approval
and support for necessary
changes, key project
audiences informed,

5. Successful
Communication
I said what I meant and I
meant what I said
Communication process
Message: Though or ideas
being transmitted
Sender: Person transmitting
the message
Encoded message : message
translated into a language
understandable to others
Medium: method used to
convey the message
Noise: Anything hindering
transmitting the message
Receiver: person getting the
message
Decoded message: translated
back into thoughts or ideas
One-way
communication
From sender to receiver:
Push- memos, reports, letters,
faxes, email.
Pull- internet sites, knowledge
repositories, bulletin boards
Two-way
communication
From sender to receiver and
from receiver back to sender.
Face to face discussions, phone
calls, meetings, instant

6. Project
Communicatio
n
Formal-
standard
format with
established
schedule
Informal-
information shared
as it comes to mind,
conversation
Written reports
Written factual
data:
-Prepare regularly
scheduled reports.
-Stay focused.
-Minimize use of
technical jargon
-to share facts
-Clearly describe
actions to take
based on report
-novel approaches
to emphasize key
info
-discuss with
receivers
-ideally keep
reports on page
Meetings that work
-Clarify purpose
of meeting
-Decide
attendees and
why
- Notice with
plenty advance
- Notify purpose
- Prepare
agenda
-circulate
agenda and
material in
advance
-last one hour
or less
-Start on time
Assign
timekeeper
-assign person
to keep track of
attendees, topics
discussed etc.
-list of action for
further
exploration
- Not enough
resources to
solve put
problem on
action list
-end on time

7. Make list of names- who needs to
know, wants to know, you want
to know
What's hot- Performance
highlights, details, problems and
issues, approved changes to plan,
risk-management status, plans
for next period
Writing interesting report- tailor
to interests, make one at least
once a month, make sure all info
is for the same time period,
compare actual performance to
plan, no surprises, schedule
meetings to discuss problems or
issues.
Key project meetings- regularly
scheduled: specific agenda, prior
distribute report and
background info, Limit
discussion, start and end on time
Ad Hoc team meetings- specific issues
during project:
-clarify issues and goal of meeting
- Identify all involved with issue
- Explain clearly meeting´s purpose to
attendees.
-Document all action
-share results with team members
Upper- management progress
reviews: senior manager, project
manager and representatives of
areas
- Identify interest, - keep it short,
-highlight key info, - use text and
graphics, -time for questions, -
present updates info about risks,
summary handouts, afterwards
give highlight notes

8. It’s a document that specifies all project communications generated
throughout the project, their target audiences, information content,
and frequency.
Follow:
1. Target Audience- those who information needs are addressed
2. Information needs- information that target audiences wants or
needs
3. Information-sharing activity- type of information- sharing
activity used to transmit information to audience.
4. Content- Specific data to be shared in the project communication
5. Frequency- how often information-sharing activity occurs
6. Data Collection- how and when data is collected

9. Chapter 14
Encouraging Peak Performance by
Providing Effective Leadership
COMPARING LEADERSHIP AND
MANAGEMENT
Matrix Project : Planning, organizing ,
performing
Leadership focuses on people;
management focuses on systems,
procedures, and information
Leadership facilitates change;
management creates order and predictability.
DEVELOPING PERSONAL POWER AND
INFLUENCE
Power is the ability to influence the actions
of others.
Establishing effective
Bases:
Ability Coordinate
Team Key audiences

10. Punishme
nts:
People don´t
want what
you can give
them.
Rewards:
Include
raíces and
recognition
Ability to
influence
and guide
the actions
of others
UNDERSTANDING
WHY PEOPLE DO
WHAT YOU ASK
Your
position
People take
more seriously
and feel it
should direct
team members
Who you are:
They
appreciate
and respect to
you.
What you stand
for:
They agree with your
goals
Your
expertise:
They skills
and
knowledge
that you
bring your
job.

11. Chapter 4
Steering the Ship:
Managing Your
Project to Success
✓ Ascribed:
Someone gives you
authority to reward
and punish others.
✓ Achieved: You
earn the respect and
allegiance of other
people
Creating and
Sustaining Team
Member
Motivation
✓ Desirability: The
value of achieving the
goal
✓ Feasibility: The
likelihood that you can
achieve the goal
✓ Progress: Your
accomplishments as
you work to reach.
✓ Reward: The payoff
when you reach the
goal
Encouraging
persistence by
demonstrating
project feasibility
✓ Involve team
members in the
planning process.
✓ Encourage them to
identify potential
concerns so you can
address them.
✓ Explain why you feel
that your targets and
plans are feasible.
✓ Develop responsive
risk-management plans
Letting people
know how they’re
doing
✓ Establish meaningful
and frequent
intermediate
milestones.
✓ Continually assess
how people are doing.
✓ Frequently share
information with
people about their
performance.
✓ Continually reinforce
the project’s potential
benefits

12. Chapter 15
Bringing Your Project to Closure
Staying the
Course to
Completion
It gets the maximum
benefits from your
project’s results
Determine all these
benefits and
compare the cost
Reduce the
impact of difficult
situations.
Planning ahead for
your project’s
closure
Describe your project
objectives completely and
clearly, and identify all
relevant objective.
Prepare a checklist of
everything you must do
before you can officially
close your project
Include closure
activities in your
project plan.
Charging up your
team for the sprint to
the finish line
Remind people of the
value and importance of
the project’s final
results
Call your team together,
and reaffirm your mutual
commitment to bring the
project to successful
completion.
Monitor final activities
closely, and give frequent
feedback on performance
to each team member.

13. Chapter 15
Bringing Your Project to Closure
Handling Administrative
Issues
Obtain all approval
that your project has
passed all
performance tests
Reconcile any
outstanding
transactions and
resolve any disputes
with vendors and
suppliers
Close out all charge
categories
Providing a Good
Transition for Team
Members
Acknowledge and
document team members’
contributions to express
your appreciation to
people
Help people find their next
project assignments
Announce to the
organization that your
project is complete
To alert
people
To confirm
to people
To let people
know
Surveying the
Results: The Post-
Project Evaluation
Recognize project
achievements and
acknowledge people’s
work
Identify techniques and
approaches that
worked, and devise
steps to
ensure they’re used in
the future.
Identify techniques and
approaches that didn’t work,
and devise steps to ensure
they aren’t used again in the
future.

14. Chapter 15
Bringing Your Project to Closure
Preparing for the
evaluation
throughout the
project
Starting the project:
Determine the benefits
your project’s
Project is designed to
change an existing
situation
Organizing and
preparing:
Carrying out the work
Closing the project
Setting the stage
for the
evaluation
meeting
Conducting the
evaluation meeting
A post-project
evaluation is only as
good as the results.
The information must
be complete, detailed,
and accurate.
Statement of the
meeting’s purpose
Specific meeting
outcomes to be
accomplished.
A successful post-project
evaluation meeting is
which you can hold in
person,
via video conference, or
through most other
meeting methods.
 Invite the right people
• Declare at the
beginning of the
meeting that it’s
supposed to be a
learning experience

15. Following up
on the
evaluation
Previous
project
experiences
Practices to
incorporate in
future projects
Steps to take to
encourage these
practices
Project manager,
need to prepare
and distribute
Practices to
avoid in future
projects
Steps to take to
discourage these
practices