The document discusses project monitoring and control. It describes the various activities that must be regularly monitored during a project, including scope, schedule, budget, risk, and contract management. It also explains the key elements of project control: baseline development, change control, and progress monitoring. Baselines establish plans for scope, schedule, budget, and stakeholder satisfaction. Change control manages changes to the project baselines and progress. Regular monitoring compares progress to the plans to identify variances requiring corrective action.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
PMBoK 6 - Chapter 9 for Project Resource Management.
This presentation material is presented for CAPM students of Telkom University Bandung, Indonesia on 16 December 2018.
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
This presentation explains the basics of a Project Management Framework (PMF). Why you need one, what the basic phases are, and goals/activities of each phase.
These slides give a very basic introduction about project management. You will find here about the definition of project, Types , Project Life cycle etc.
Will be very helpful to the engineering students for the subject Project Management.
Project management is about acquiring or achieving the project goal and Most projects need to be broken down into a logical sequence of ‘phases’, known as the project life cycle.
CONSTRUCTION PROJECT PLANING
WHAT IS CONSTRUCTION PLANNING
5 STEPS TO THE PERFECT CONSTRUCTION PLANNING PROCESS
PRE TENDER PLANNING
PRE CONTRACT PLANNING
ROLE OF CLIENT
ROLE OF CONTRACTOR
PROCESS OF DEVELOPMENT OF PLANS
PLANNING A PROJECT
INTRODUCTION TO SCHEDULING
WORK BREAKDOWN STRUCTURE
BAR CHARTS (GANTT CHARTS)
NETWORK TECHNIQUES
ACTIVITY-ON-ARROW NETWORK
DUMMY ACTIVITIES
DANGLING ACTIVITY
CYCLE IN NETWORK
PRECEDENCE NETWORKS
TIME ESTIMATES
MILESTONES IN PROJECT
TIME ANALYSIS
CRITICAL PATH, SLACK AND FLOAT
NETWORK ANALYSIS AND BAR CHART
WHAT IS NETWORK
PERT / CPM Techniques
TERMS USED IN A NETWORK
RULES OF NETWORK CONSTRUCTION
NETWORK SYMBOLS
The project management monitoring and controlling starts as soon as a project begins. Project monitoring and controlling processes are where the performance of the project is measured and action is taken based on an analysis of this data.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
PMBoK 6 - Chapter 9 for Project Resource Management.
This presentation material is presented for CAPM students of Telkom University Bandung, Indonesia on 16 December 2018.
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
This presentation explains the basics of a Project Management Framework (PMF). Why you need one, what the basic phases are, and goals/activities of each phase.
These slides give a very basic introduction about project management. You will find here about the definition of project, Types , Project Life cycle etc.
Will be very helpful to the engineering students for the subject Project Management.
Project management is about acquiring or achieving the project goal and Most projects need to be broken down into a logical sequence of ‘phases’, known as the project life cycle.
CONSTRUCTION PROJECT PLANING
WHAT IS CONSTRUCTION PLANNING
5 STEPS TO THE PERFECT CONSTRUCTION PLANNING PROCESS
PRE TENDER PLANNING
PRE CONTRACT PLANNING
ROLE OF CLIENT
ROLE OF CONTRACTOR
PROCESS OF DEVELOPMENT OF PLANS
PLANNING A PROJECT
INTRODUCTION TO SCHEDULING
WORK BREAKDOWN STRUCTURE
BAR CHARTS (GANTT CHARTS)
NETWORK TECHNIQUES
ACTIVITY-ON-ARROW NETWORK
DUMMY ACTIVITIES
DANGLING ACTIVITY
CYCLE IN NETWORK
PRECEDENCE NETWORKS
TIME ESTIMATES
MILESTONES IN PROJECT
TIME ANALYSIS
CRITICAL PATH, SLACK AND FLOAT
NETWORK ANALYSIS AND BAR CHART
WHAT IS NETWORK
PERT / CPM Techniques
TERMS USED IN A NETWORK
RULES OF NETWORK CONSTRUCTION
NETWORK SYMBOLS
The project management monitoring and controlling starts as soon as a project begins. Project monitoring and controlling processes are where the performance of the project is measured and action is taken based on an analysis of this data.
Managerial ethics (types of managerial ethics)cidroypaes
Managerial ethics is a set of principles and rules dictated by upper management that define what is right and what is wrong in an organization. It is the guideline that helps direct a lower manager's decisions in the scope of his or her job when a conflict of values is presented. i.e different types of managerial ethics ,company ethics,manager ethics,ethics
This is a ppt of Environmental Impact Assessment. This is help you to doing ppt on airport. You learn many thigs about airport. You learn about environment condition after and before condition, transportation system etc. You know about economy and finance.
Project Name Project CharterVersion 1.0 DraftHealth.docxdenneymargareta
<Project Name> Project Charter
Version: <1.0> <Draft>Healthcare Community Outreach project Management plan
LITE Version <1.0>
12/09/2018VERSION HISTORY
Version #
Implemented
By
Revision
Date
Approved
By
Approval
Date
Reason
1.0
UP Template Version: 11/30/06
TABLE OF CONTENTS
1Introduction2
51.1Purpose of Project Management Plan
52project And Product Overview
53ScoPE
53.1Objectives
53.2High-Level Requirements
53.3Assumptions
53.4Constraints
63.5Major Deliverables/Milestones
63.6Work Breakdown Structure
11Appendix A: Project Management Plan Approval
12APPENDIX B: REFERENCES
13APPENDIX C: KEY TERMS
1 Introduction
1.1 Purpose of Project Management Plan
The purpose of the Project Management Plan (PMP) for the Community Healthcare Outreach is reaching out to the homeless and deprived, low income individuals. With the atmosphere and location for poverty-stricken people, it is almost impracticable and unbearable for them to uphold a detailed and straightforwardly available health care reports. Healthcare Community Outreach believes that personal health record (PHR) technology could help citizens have admission to their health record. A contributor has contributed ten thousand dollars for the project. Our panel has evaluated a diversity of options for PHR, identifying the achievement and management expenses and the controlled accessible financial plan. We have selected the greatest profitable technique towards supplying PHRs that is industrialized by the Veterans Affairs (VA) Health System. The anticipated audience of the Community Healthcare Outreach Project Management Plan is all project stakeholders as well as the project sponsor, senior leadership and the project team.2 project And Product Overview
Healthcare Community Outreach Health Records is reaching out to the homeless and deprived, low income individuals, so that they will receive their health care records using the Veterans Affairs Health System. The requirement for this project is the guaranteeing the systems’ confidentially and the staff will oversee everyone’s needs obtaining their medical records3 ScoPE
3.1 Objectives
To Design, plan, implement, and set measurement and controls of a personal health record (PHR) system that will help constituents have access to medical record anywhere and anytime. The organization has chosen to use the Veterans Affairs (VA) Health System that is available for free to anyone.3.2 High-Level Requirements
The Veterans Affairs (VA) Health System is free and is web base. This system does not require a network infrastructure to house or support. All the organization needs are available computers and mobile devices with access to the internet. The organization be capable of promoting, assisting and educating their constituents on the benefits and how to use the PHR system available. Therefore, personnel need to be trained in how to navigate the PHR website and how to guide new users that need registration.3.3 Assumptions
The P ...
The challenge of infrastructure and long term investmentBob Prieto
In July of this year I had the opportunity to participate in a high level roundtable discussion in support of the Post-2015 development and climate change agendas of the United Nations. The focus of the panel discussion was to identify potential “moments” and “movements” that could represent game changing and enabling opportunities for implementation of each of these agendas.
Challenges of infrastructure and long term investmentBob Prieto
In July of this year I had the opportunity to participate in a high level roundtable discussion in support of the Post-2015 development and climate change agendas of the United Nations. The focus of the panel discussion was to identify potential “moments” and “movements” that could represent game changing and enabling opportunities for implementation of each of these agendas. During our deliberations we identified long term investment in infrastructure and improvements to the infrastructure prioritization and delivery processes as a primary challenge and opportunity.
At one level this is readily understandable but at another level, the strength and importance of infrastructure to achieving these broad global agendas had never been so directly and strongly linked. This was made all the more important given the diversity of backgrounds represented in the discussion.
Through their deliberations the panel outlined a long term vision and roadmap for implementation including identification of a potential “grand challenge” to act as a centerpiece for a relevant “movement” in support of these development and climate change agendas.
MANAGING AND CONTROLLING PROJECT CHANGES IN POST-CONFLICT COUNTRIES: THE CA...ijmvsc
Ineffective change management and control practices in donor and government-funded projects
served as the major impediment to meeting project completion timelines and possible project failures.
Project management professionals globally have attributed multiple requests for cost, scope, or
schedule changes to classical project management issues, including cost overruns, schedule overruns,
and scope creeps when managing traditional-driven projects. In post-conflict countries, including
Liberia, multiple change requests or variation orders are prevalent in various types of projects often
driven by political interests, corruption, and other fraudulent practices. In this paper, the author
examined some critical change management and control issues, especially regarding little or
non-existent institutional framework for change control as well as the lack of a structural and
systematic approach for managing and controlling changes during project implementation. To
mitigate these situations, the author proffered recommendations aimed at helping project
organizations minimize budget and schedule overruns due to scope creep as well as project delays
resulting from unregulated change management and control practices in Liberia.
MANAGING AND CONTROLLING PROJECT CHANGES IN POST-CONFLICT COUNTRIES: THE CASE...ijmvsc
Ineffective change management and control practices in donor and government-funded projects
served as the major impediment to meeting project completion timelines and possible project failures.
Project management professionals globally have attributed multiple requests for cost, scope, or
schedule changes to classical project management issues, including cost overruns, schedule overruns,
and scope creeps when managing traditional-driven projects. In post-conflict countries, including
Liberia, multiple change requests or variation orders are prevalent in various types of projects often
driven by political interests, corruption, and other fraudulent practices. In this paper, the author
examined some critical change management and control issues, especially regarding little or
non-existent institutional framework for change control as well as the lack of a structural and
systematic approach for managing and controlling changes during project implementation. To
mitigate these situations, the author proffered recommendations aimed at helping project
organizations minimize budget and schedule overruns due to scope creep as well as project delays
resulting from unregulated change management and control practices in Liberia.
1
7
Project Summary Report
The organization, facilitation, and implementation of a project must have room for change. While leaders would thrive on success with the first set of ideas, this does not always occur. Leaders should understand change and how to respond to the impact of the progress of the project as well as be able to adjust to any minor or major changes if the completion is the project is to occur. In this paper, we will discuss why change occurs, how to respond to change, and how change can affect the success of the project.
Circumstances Resulting in Change
Most of the things around us are subject to change, every day we change our clothes, what we eat, and many times, we change the route that takes us to work or school. There are many circumstances that surround us, that would change the way we planned our day or life. During the planning and progress of a project, things can also change. The circumstances the project might consider for change could be lack of time to complete a task, not obtaining the approvals and money to budget the project or a third-party scenario in which could affect the lead times or scope of the project.
During the planning of a project, it is important that the project manager and team consider the risks that they could face during the progress of their project. The lead times each task is planned based on estimates, these are calculated based on the experience they had in the past or by doing, a quick analysis of what it will require and could take to finish the assignment. For example, when it comes to hiring a third-party company or service, the timing also depends on the abilities those organizations have in order to meet the needs of the project. It is necessary that the team is constantly reviewing and checking back to the suppliers to obtain status and review their jobs, in order to be certain that the job will be complete in the time that was established and agreed upon. It is important that the lead-time of the completion of the project is analyzed carefully, because most of the times when a short period is determined, the cost of the project can increase.
“If a project is giving more time, on the other hand, work might consume fewer resources, resulting in lower cost. Costs generally increase, however, when the time giving to do the project is shortened. Close attention needs to be given to each of these areas for the very beginning of the project through its execution.” (Cobb, 2012, pg. 6)
Many different circumstances could affect the project that could require a change. Political and stockholder changes are things that need to be reviewed closely by the project manager, he or she needs to constantly review what are those new things and rules that become effective during the execution of the project, to understand what could affect and would require a change within the planning of the project.
Changes to the Project
As the project manager, the first ste.
Case Study 7- A Bold Step into the Modern Economy & A Remote Solution for a G...
Project Controlling and Project Monitoring
1. Collage of Engineering
Project Controlling and Project Monitoring
4/23/2010 Author: Dr. Tomas Ganiron Jr 1
2. Monitor and Control
During all of the phases and the process groups, regular
monitoring and controls are required. These include :
scope change management,
change management,
quality control,
time management,
budget management,
risk management
and contract administration.
4/23/2010 Author: Dr. Tomas Ganiron Jr 2
3. Monitor and Control
Activities in this group are:
Monitor and Control Project Work
Integrated Change Control
Scope Verification
Scope Control
Schedule Control
Cost Control
Perform Quality Control
Manage Project Team
Performance Reporting
Manage Stakeholders
Risk Monitoring and Control
Contract Administration
4/23/2010 Author: Dr. Tomas Ganiron Jr 3
4. What Are We Controlling?
Progress vs. plan:
Cost
Schedule
Scope
Stakeholder satisfaction
Changes:
To the progress measurement baselines
To the description of the product of the
project
4/23/2010 Author: Dr. Tomas Ganiron Jr 4
5. Elements of Project Control
Baseline
Development
Change Progress
Control Monitoring
4/23/2010 Author: Dr. Tomas Ganiron Jr 5
6. Baseline Development
Doubt is not a
pleasant condition,
but certainty is
absurd.
Voltaire
4/23/2010 Author: Dr. Tomas Ganiron Jr 6
7. Four Major Baselines
Scope baseline = product description
Stakeholder satisfaction baseline =
project success criteria
Cost baseline = budget
Accrual-based
Cash-based
Schedule baseline = schedule
4/23/2010 Author: Dr. Tomas Ganiron Jr 7
8. Change Control
Kelly’s Koncept
The Wright Brothers’ great insight
was that instability was necessary
for maneuverability. A ponderous
bird would not fly.
4/23/2010 Author: Dr. Tomas Ganiron Jr 8
9. Module Overview
Objectives of change management
Requirements for good change
management
4/23/2010 Author: Dr. Tomas Ganiron Jr 9
10. Types of Changes
Scope changes (modify product
documentation and often project plan):
Requirements change
Clarifications
Site emergencies
Work changes (modify project plan):
Resource change
Modified approach
Corrective action
4/23/2010 Author: Dr. Tomas Ganiron Jr 10
11. Definition:
Corrective Action
Steps taken to align future project
direction with the stakeholders’
success measures.
4/23/2010 Author: Dr. Tomas Ganiron Jr 11
12. Evaluating Change Requests
All change requests are documented:
Emergency changes are documented
after the fact.
Non-emergencies are documented by the
requestor before being considered.
Change requests should be documented
by the requestor.
4/23/2010 Author: Dr. Tomas Ganiron Jr 12
13. First Level Approval
of Change Requests
Usually provided by the project manager
or a senior team member:
Are the expected benefits significant
enough to merit further investigation?
Implications:
Must have budget for this work!
Benefits may include cost avoidance
Organizational politics must be
considered
4/23/2010 Author: Dr. Tomas Ganiron Jr 13
14. Second Level Approval of
Change Requests
Usually provided by a Change Control
Board (CCB):
Do the expected benefits outweigh the
costs?
Implications:
Must have budget for this work!
Benefits may include cost avoidance
Organizational politics must be
considered
4/23/2010 Author: Dr. Tomas Ganiron Jr 14
15. Other Considerations
Life cycle costing — purchase cost vs.
operating cost:
Three-lane bridge, two-lane road
Re-usable code
Item costing — for quantity-based
changes:
Fixed costs = cost to deliver first unit
Variable costs = cost per unit
4/23/2010 Author: Dr. Tomas Ganiron Jr 15
16. Tools and Techniques for
Change Control
Change control board (CCB)
Escalation procedures
Work authorization
Configuration management
4/23/2010 Author: Dr. Tomas Ganiron Jr 16
17. Change Control Board
A formally constituted group responsible
for approving or rejecting change
requests.
Powers and responsibilities should be
well-defined and agreed upon in
advance.
On larger, more complex projects, there
may be multiple CCBs.
4/23/2010 Author: Dr. Tomas Ganiron Jr 17
18. Escalation Procedures
How are differences within the team
handled?
Can a CCB decision be appealed? Can
other decisions be appealed?
To whom?
Under what circumstances?
4/23/2010 Author: Dr. Tomas Ganiron Jr 18
19. Configuration Management
A procedure for applying technical and
administrative direction and surveillance
to:
Identify and document the functional and physical
characteristics of an item or system.
Control any changes to such characteristics.
Record and report the change and its
implementation status.
Audit the items and system to verify conformance
to requirements.
4/23/2010 Author: Dr. Tomas Ganiron Jr 19
20. In Simpler Words
Is the document current and complete?
Can you prove it?
4/23/2010 Author: Dr. Tomas Ganiron Jr 20
21. Summary of
Key Points
Change control procedures must be
defined at the start of the project.
Project budgets must include funds for
evaluating change requests.
Approved changes should generally
result in updated baselines.
4/23/2010 Author: Dr. Tomas Ganiron Jr 21
22. 7-2 PM responsibility
The Project Manager needs to measure
performance to find out how progress
differs from plan in time to initiate corrective
action. The controlling activity often cause a
redefinition of project objectives
4/23/2010 Author: Dr. Tomas Ganiron Jr 22
23. 7-2 PM responsibility
PM produce a Status report including :
What did we plan to achieve this period?
What did we actually achieve?
Why is there a difference?
What do we plan to achieve next period?
How are we managing existing risks?
Are there any new risks?
What are the current major issues?
What are we doing about them?
Are there any change requests to be authorised?
4/23/2010 Author: Dr. Tomas Ganiron Jr 23