This document discusses project control and monitoring for construction management. It begins with an introduction of the presenter and defines project control as monitoring and controlling processes to track, review, and regulate a project's progress and performance. It then discusses key aspects of project control like what to monitor and control, who is responsible, and documents used. Specific project aspects that are monitored are performance, time/schedule, and cost. Resources available for project control are also outlined as money, manpower, materials, and machinery. The document concludes with discussing elements of project control like re-allocating resources, and mechanisms used like cybernetic, go/no-go, and post-control approaches.

2. CE-2015
Construction Management
Presenter:
Jawad Ahmad
Department of Civil Engineering
Cecos University, Peshawar.

3. LECTURE
PROJECT CONTROL
&
MONITORING

4. CLOSEOUTDEVELOPMENT OPERATIONSDESIGN,
PLANNING
FEASIBILITY
Actual Start of Project
Organization
Estimation
Planning
Finance
Evaluation
Monitoring & Control
Changes & Claims
Quality & Reviews
CLOSEOUT
Recall: The 5 Phases of Project Management
Project Control

5. Monitoring & Control: A Feedback Process
Correct
Deviations
Monitoring
1. Measurement
2. Performance Analysis)
Detect
deviations
Control
1. Actions
2. Revised Plans, Cash Flows, Schedules, etc.

6. Project Control: The Big Picture …
Given
Project is
Off-track

7. Project Control: The Big Picture …
Give
n
Resources for
PC (the 4-M’s)
Project is
Off-track

8. Project Control: The Big Picture …
Give
n
Resources for
PC (the 4-M’s)
Project is
Off-track
Resources available to the Project Manager for Project Control:
- Money
- Manpower (labor)
- Materials
- Machinery (Equipment)

9. Project Control: The Big Picture …
Give
n Mechanism and
Elements of PC
Resources for
PC (the 4-M’s)
Adjust the
resources
Adjust the project
characteristics:
size, scope, etc
Project is
Off-track

10. Project Control: The Big Picture …
Give
n Mechanism and
Elements of PC
output
Resources for
PC (the 4-M’s)
Project is
Off-track
Adjust the
resources
Adjust the project
characteristics:
size, scope, etc
Project
brought
back on-
track
Was the Project Control successful? How can we tell?

11. OUTPUT
Happy Project Manager

12. PROJECT CONTROL DEFINITION :
Monitoring and controlling are
processes required to track, review
and regulate the progress and
performance of the project.
(to track = to follow ,to review = to go
over, to regulate = to put in order)
By monitoring and controlling – the
project performance is observed and
measured regularly and consistently
to identify variances from the project
management plan.

13. 1. What are to be monitored &
controlled?
2. What is monitoring ?
3. What is controlling ?
4. Who does the monitoring &
controlling ?
5. What are the project aspects
they monitor & control?
6. What is document used in
Monitoring & Controlling ?

14. 1.To monitor & control– project team & work
to be done.
2.Monitoring - collecting & measuring
performance information & assessing the
results .
3.Controlling - corrective or preventive action
to be done .
4.The monitoring & controlling – by Project
Manager & Project Management Team.
5. They monitor & control – scope, schedule
(time) & cost + Quality.
6. Document used in Monitoring & Controlling
– Project Management Plan.

15. MONITORING & CONTROLLING A CONSTRUCTION PROJECT
To monitor Project Objectives &
“Triple Constraints” :
• Performance
• Time
• Cost
With Quality

16. 1)Performance/scope
Some factors affecting project performance:
• Unexpected technical problems – e.g nature of
the project beyond expectation.
• Insufficient resources when needed .
• Unexpected technical difficulties – e.g due to
site condition or soil condition.
• Client requires changes in technical
specifications.

17. 2) Time- schedule
• Technical difficulties take longer than
planned to solve.
• Initial time estimate is not enough.
• Task sequencing is incorrect – incorrect
timing.
• Scope of work increases.
• Required material, labor/equipment
unavailable when needed.

18. 3) COST
- Technical difficulties that require
more resources
- Scope of work increases
- Bid amount (accepted for the
contract award) is too low
- Reporting of the monitoring
results are poor/late
- Project budgeting for contractor
cash flows not done right
- Changes in market prices of the
inputs

19. RESOURCES
FOR
PROJECT CONTROL

20. Money
Machinery (Equipment)
Materials and Supplies
Manpower (Labor and Supervision)

21. MONEY AS A PC RESOURCE
Not a direct resource
Rather, used to influence the amounts
or quality of the other resources

22. USING EQUIPMENT FOR PC
Often used to augment labor in order to
speed up project
Can be expensive
May involve renting or purchasing

23. Materials and Supplies as a PC Resource
Increase in quality or quantity may be
necessary to enhance project control
Improved inventory systems for materials

24. MANPOWER AS A PC RESOURCE
Project problems (time delays, excess
costs, poor performance, etc.) are partly
due to the human element (action or
inaction)
 In using Manpower as a tool for project
control, PM encounters human emotions
(anger, fear, frustration, etc.)

25. ELEMENTS
OF
PROJECT CONTROL

26. PROJECT-
RELATED
RESOURCES-
RELATED
ELEMENTS OF PROJECT
CONTROL

27. 3. Elements of Project Control
Manpower-related Control
Machinery-related Control
Money-related Control
Material-related Control
3A. Resource-related
Re-allocate resources

28. Elements of Project Control
 Manpower
Machinery
Money
Materials
3A. Resource-related
Re-allocate resources
Also referred to as ”Human Resource Control”
- Lay-off/fire any under-performing staff
- Hire staff with needed skills
- Assign staff with specific skills to specific
activities

29. Elements of Project Control
Manpower
 Machinery
Money
Materials
3A. Resource-related
Re-allocate resources
Also referred to as ”Physical Asset Control”
- Remove any under-performing equipment
- Bring in equipment with appropriate capabilities
- Re-assign specific equipment to specific activities

30. Elements of Project Control
Manpower
Machinery
 Money
Materials
3A. Resource-related
Re-allocate resources
Also referred to as ”Financial Resource Control”
- How much money should be spent?
- How should it be spent?
- PM assisted by:
- Project accountant
- Project Finance Manager

31. Elements of Project Control
Manpower
Machinery
Money
 Materials
3A. Resource-related
Re-allocate resources
- Discontinue use of sub-standard material
- Seek new sources of superior material

32. Elements of Project Control
 Options:
- Reduce project size?
- Reduce project scope?
- Terminate project?
3B. Project-related

33. MECHANISMS
OF
PROJECT CONTROL

34. Mechanisms of Project Control
Types of Mechanisms:
- Cybernetic
- Go/No-go
- Post-control

36. Thank You…  