A project is defined as a complex, non-routine, one-time effort that is limited by time, budget, resources and performance specifications. Major characteristics of projects include defined objectives, a life span with a beginning and end, involvement of several departments and professionals, uniqueness, and specific time, cost and performance requirements. Management control of projects is important to ensure it is completed on time and within budget through phases of planning, implementation and evaluation while following a scheduled set of budgeted activities.

1. MANAGEMENT
CONTROL
OF EP JOHN
PROJECTS 11397044

2. A PROJECT IS A
•COMPLEX
•NON-ROUTINE
•ONE-TIME EFFORT
IT IS LIMITED BY
•TIME
•BUDGET
•RESOURCES
•PERFORMANCE SPECIFICATIONS

3. MAJOR CHARACTERISTICS
OF PROJECTS ARE
•DEFINED OBJECTIVES
•LIFE SPAN WITH BEGINNING AND END
•INVOLVES SEVERAL DEPARTMENTS AND
PROFESSIONALS
•IT HAVEN’T BEEN DONE BEFORE
•HAS SPECIFIC TIME, COST AND
PERFORMANCE REQUIREMENTS

4. MANAGEMENT CONTROL OF PROJECTS
• PROJECTS – A SET OF ACTIVITIES, WHICH ARE
CARRIED OUT WITH A DESIRED END RESULT.
• PROJECT GOES THROUGH PHASES OF
– PLANNING
– IMPLEMENTING
– EVALUATION
• IT FOLLOWS A SET OF BUDGETED ACTIVITIES
WHICH ARE SCHEMATICALLY SCHEDULED.

5. MANAGEMENT CONTROL OF PROJECTS
• AN UNCONTROLLED PROJECT WOULD RESULT
IN LOSS OF RESOURCES BOTH IN TERMS OF
TIME AND MONEY
• COSTS INCREASE EXPONENTIALLY WITH A
LINEAR INCREASE IN THE DEGREE OF
CONTROL.
• KEY ISSUES IN CONTROL OF A PROJECT ARE
– TIME, COST AND QUALITY OF WORK

6. MANAGEMENT CONTROL OF PROJECTS
• OPTIMIUM TIME OF A PROJECT – IT
SHOULD ENSURE THAT THE BEST
POSSIBLE WORK IS CARRIED OUT IN THE
SPECIFIED TIME.
• THE WAY CONTROL IS EXERCISED
SHOULD GENERATE,
– POSITIVE PARTICIPATION
– GOAL SEEKING

7. TYPES OF CONTROL OF PROJECTS
• CYBERNETIC CONTROL
– IS A CLOSE LOOP CONTROL WHERE THE
PERFORMANCE IS MEASURED AGAINST A SET
STANDARD THROUGH AN ASSESSOR AND
DETECTOR TOOL
• FIRST ORDER – SETS HIGHLY RIGID SYSTEM
• SECOND ORDER – ALLOW FEW CHANGES
• THIRD ORDER – CHANGE TIME TO TIME

8. TYPES OF CONTROL OF PROJECTS
• GO/NO-GO CONTROL – COST AND TIME
OVERRUNS ARE PERIODICALLY DETERMINED
AND PROJECT COMPLETED IN SPECIFIC TIME.
• POST PERFORMANCE CONTROL – REVIEWS
THAT ARE CARRIED OUT AFTER THE PROJECT,
MORE IMPORTANCE GIVEN AT THE INITIAL
STAGE.

9. PROCESS CONTROL IN PROJECTS
• CONTROL OF PHYSICAL ASSETS – INVOLVES THE
SCHEDULING, MAINTENANCE AND REAPIR OF
PHYSICAL ASSETS (BOTH PREVENTIVE AND
CORRECTIVE CONTROL).
• CONTROL OF HUMAN RESOURCES – HUMAN
RESOURCE ACCOUNTING.
• CONTROL OF FINANCIAL RESOURCES – INVOLVES
– WORKING CAPITAL MANAGEMENT
– BUDGETING
– CAPITAL INVESTMENT DECISIONS AND CONTROLS

10. PHASES OF PROJECT CONTROL
• PROJECT PLANNING – THE PROCESS OF DEVELOPING
THE BASIS OF MANAGING THE PROJECT INCLUDING THE
PLANNING OBJECTIVES, PROCEDURES, ORGANISATION,
ROUTINES, FINANCE AND OTHER ACTIVITIES.
– TECHNICAL LEVEL
– OPERATIONAL LEVEL
THE FINAL PLAN – CONSISTS OF,
– SCOPE
– SCHEDULE
– COST (TEC+OPC)
– CPM – REDUCES PROJECT DURATION AT AN INCREASED COST.
– PERT – PROBLEM OF UNCERTAIN ACTIVITY TIMES.

11. PHASES OF PROJECT CONTROL
• PROJECT EXECUTION
– TROUBLE REPORTS – EMPHASISE THE PROBLEMS THAT HAVE
ALREADY OCCURRED OR ANTICIPATED TO OCCUR. CRITICAL
PROBLEMS ARE IDENTIFIED AND HIGHLIGHTED.
– PROGRESS REPORTS – INVOLVES THE COMPARISON OF
ACTUAL AND PLANNED SCHEDULES AND COSTS FOR THE
WORK CARRIED OUT, ALSO CONTAIN OVERHEAD ACTIVITIES
THAT ARE NOT DIRECTLY RELATED TO WORK.
– FINANCIAL REPORTS – IT PROJECTS COST ACCURATELY WHERE
COST REIMBURSEMENTS ARE MADE, IT GIVES A CLEAR
PICTURE OF HOW THE FINANCIAL RESOURCES ARE BEING
SPENT.