MONITORING & CONTROLLING PROCESSES GROUP

STRUCTURE OF THE LECTURE OVER THE 14 WEEKS ITEM WEEK 7- 18 APR EXECUTING PROCESS-Direct and Manage Project Execution, Acquire Project Team, Develop Project Team, Distribute Information, Perform Quality Assurance, Conduct Procurement WEEK 8- 25 APR EXECUTING PROCESS- Manage Project Team, Management Stakeholder Expectation. WEEK 9- 9 MAY MONITORING AND CONTROLLING PROCESS-Control Schedule, Control Cost, Quality Control, Scope Control, Monitor and Control Project Works WEEK 10- 16 APR MONITORING AND CONTROLLING PROCESS-Perform Integrated Change Management, Report Performance, Monitor and Control Risk, Administer Procurements WEEK 11- 23 MAY CLOSING PROCESS: Close Project or Phase, Close Procurements, Professional Responsibility WEEK 12- 30 MAY CLOSING CEREMONY END OF COURSE EXAMINATION TEST-SAMPLE EXAMINATION

Monitoring & Controlling Processes Group Those Processes required to track, review, and regulate the progress and performance of project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.

Monitoring & Controlling Processes Group The Monitoring and Controlling Process Group consists of those processes performed to observe project execution so that potential problems can be taken, when necessary, to control the execution of the project. The project team should determine which of the processes are required for the team’s specific project.

Monitoring & Controlling Processes Group The key benefit of this Process Group is that project performance is observed and measured regularly to identify variances from the project management plan. The Monitoring and Controlling Process Group also includes, for example: Controlling changes and recommending preventive action in anticipation on possible problems, Monitoring the ongoing project activities against the project management plan and the performance baseline, Influencing the factors that could circumvent integrated change control so that only approved changes are implemented

Monitoring & Controlling Processes Group This continuous monitoring provides the project team insight into the health of the project and highlights any areas that require additional attention. The Monitoring and Controlling Process Group not only monitors and controls the work being done within the Process Group, but also monitors and controls the entire project effort. In multi-phase projects, the Monitoring and Controlling Process Group also provides feedback between phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan.

PMP EXAMS OBJECTIVE OBJECTIVE WHAT IT REALLY MEANS Measure Project Performance You must understand how to measure project performance against cost, schedule, and scope baselines. You must also understand the terms involved in cost and schedule performance analysis, such as BAC, EV, AC, CV, SV, CPI, SPI, ETC, EAC, and VAC Verify and Manage Changes to the Project You should know how to manage changes to the project scope, project schedule, and project cost. Develop Change Management Plan That means you must understand the perform integrated change control process. You also must understand the impact of a change across the project –for example the triple constraint Ensure Project Deliverables Conform to Quality Standards You must understand how to perform the quality control process by using appropriate tools and techniques, such as control chart, flowcharting, pareto diagrams, statistical sampling, and inspection Monitor all Risks You need to know that you must actively monitor the identified risk and identify and respond to the new risks as they appear. You must understand the risk monitoring and controlling process. You should also be familiar with the risk response techniques, such as acceptance, transference, and mitigation etc.

MONITORING AND CONTROLLING PROCESSES 4TH EDITION- 10 PROCESSES 3RD EDITION-12 PROCESSES 1. Monitor and Control Project Work 2. Perform Integrated Change Control 2. Integrated Change Control 3. Verify Scope 3. Scope Verification 4. Control Scope 4. Scope Control 5. Control Schedule 5. Schedule Control 6. Control Costs 6. Cost control 7. Perform Quality Control 8. Report Performance 8. Performance Reporting 9. Monitor and Control Risks 9. Risk Monitoring and Controlling 10. Administer Procurement 10. Contract Administration 11. Manage Project Team 12. Manage Stakeholders

MONITOR AND CONTROL PROJECT WORK MONITORING AND CONTROLLING

Monitor and Control Project Work The Monitor and Control Project Work process is the process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan.

Monitor and Control Project Work The process is performed to monitor project processes associated with initiating, planning, executing, and closing. Corrective or preventive actions are taken to control the project performance. Monitoring is an aspect of project management performed throughout the project.

Monitor and Control Project Work Monitoring includes collecting, measuring, and disseminating performance information, and assessing measurements and trends to effect process improvements. Continuous monitoring gives the project management team insight into the health of the project, and identifies any areas that can require special attention.

The Monitoring and Control Project Work process is concerned with: Comparing actual project performance against the project management plan Assessing performance to determine whether any corrective or preventive actions are indicated, and then recommending those actions as necessary Maintaining an accurate, timely information base concerning the project’s product (s) and their associated documentation through project completion

The Monitoring and Control Project Work process is concerned with: Providing information to support status reporting, progress measurement, and forecasting Providing forecasts to update current cost and current schedule information Monitoring implementation of approved changes when and as they occur.

Monitor and Control project work Direct and Manage Project Execution CAN 2008 Integrated Change Control Outputs Change Requests Project Management Plan update Project Document Update Transformation Expert Judgment Inputs Project Management Plan Work Performance Data Performance Reports Forecasts Enterprise Environmental Factors Organizational Process Assets 15

PERFORM INTEGRATED CHANGE CONTROL MONITORING AND CONTROLLING

Perform Integrated Change Control Perform Integrated Change Control is the process of reviewing all Change requests, Approving changes and Managing changes to the Deliverables, Organizational process assets, Project documents and the Project management plan.

Perform Integrated Change Control This process is performed from project inception through to completion. Change control is necessary because project seldom run exactly according to the project management plan. The Project Management plan, the Project Scope Statement, and other deliverables must be maintained by carefully and continuously managing changes, either by rejecting changes or

Perform Integrated Change Control Or by approving changes so those changes are incorporated into the revised baseline. The Perform Integrated Change Control process includes the following change management activities in differing levels of detail, based upon completion of project execution:

Perform Integrated Change Control Identifying that a change needs to occur or has occurred Influencing the factors that could circumvent integrated change control so that only approved changes are implemented Reviewing and Approving requested change

Perform Integrated Change Control Managing the approved changes when and as they occur, by regulating the flow of requested changes Maintaining the integrity of baselines by releasing only approved changes for incorporating into project products or services, and maintaining their related configuration and planning documentation Reviewing and approving all recommended corrective and preventive actions

Perform Integrated Change Control Controlling and updating the scope, cost, budget, schedule and quality requirements based upon approved changes, by coordinating changes across the entire project. For example proposed schedule change will often affect cost, risk, quality, and staffing Documenting the complete impact of requested changes

Perform Integrated Change Control Validating defect repairs Controlling project quality to standards based quality reports

Perform Integration Change Control Monitor and Control Project Work Newmont Ghana Project Direct and Manage Project Execution Inputs Change Requests Organizational Process Assets Transformation Expert Judgment Change Control meetings Outputs Change Request Status update Project Management Plan updates Project Document Updates 24 24

Perform Integration Change Control If a change request is deemed feasible but outside the scope, then implementing that request will result in a baseline change. If the change request is not deemed feasible the change request will be rejected and possibly sent back to the requester for additional.

MONITORING AND CONTROLLING CONTROL SCOPE MONITORING AND CONTROLLING

Control Scope Control Scope is the process of monitoring the status of the project and product scope and control changes. Controlling the project scope ensures all requested changes and recommended corrective actions are processed through the Perform Integrated Change Control process. The process is concerned with influencing the factors that create project scope changes and controlling the impact of those change

Control Scope Project scope control is also used to manage the actual changes when they occur and is integrated with other control processes. Uncontrolled changes are often referred to as project scope creep. Change is inevitable, thereby mandating some type of change control process.

Direct and Manage Project Work Control Scope Direct and Manage Project Work Newmont Ghana Project Close Project Tools and Techniques Variance Analysis Replanning Outputs Work Performance Measurements Change Requests Organizational Process Assets updates Project Management Plan Inputs Project Management Plan Scope Baseline Work Performance Data Stakeholder Requirement Documentation Requirement Traceability 29 29

MONITORING AND CONTROLLING VERIFY SCOPE MONITORING AND CONTROLLING

Verify Scope This is the process of obtaining the stakeholders’ formal acceptance of the completed project scope and associated deliverables. Verifying the project scope includes reviewing deliverables to ensure that each is completed satisfactorily.

Verify Scope If the project is terminated early, the project scope verification process should establish and document the level and extent of completion. Scope verification differs from quality control in that scope verification is primarily concerned with meeting the acceptance of the deliverable, while quality control is primarily concerned with meeting the quality requirements specified for the deliverables.

Direct and Manage Project Work Verify Scope Direct and Manage Project Work Newmont Ghana Project Close Project Transformation Inspection Outputs Accepted Deliverables Change Requests Inputs Scope Baseline Stakeholder Requirement Documentation Requirement Traceability Matrix Validated Deliverables 33 33

MONITORING AND CONTROLLING CONTROL SCHEDULE MONITORING AND CONTROLLING

Control Schedule Control Schedule is the process of monitoring the status of the projects to update project progress and managing changes to the schedule.

Schedule Control Schedule control is concerned with: Determining the current status of the project schedule Influencing the factors that create schedule changes, Determining that the project schedule has changed Managing the actual changes as they occur. Schedule Control is a component of the Perform Integrated Change Control process

Direct and Manage Project Work Schedule Control Direct and Manage Project Work Newmont Ghana Project Close Project Tools and Techniques Progress Reporting Change control system Performance measurement Project Management Software Variance Analysis Schedule comparison bar chart Resource Leveling What-if-Scenario analysis Adjustment leads and lags Schedule compression Schedule tool Outputs Work Performance measurements Organizational Process Assets updates Change Requests Project management Plan updates Project document updates Inputs Project Management Plan Schedule Baseline Performance Reports Approved Change Requests 37 37

Perform Quality Control (QC) This process involves monitoring specific project results to determine whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory results. It should be performed throughout the project. Quality standards include project processes and product goals

Terminology Prevention (keeping errors out of the process) and inspection (keeping errors out of the hands of the customer) Attribute sampling (the result conforms, or it does not) and variables sampling (the result is rated on a continuous scale that measures the degree of conformity)

Terminology Special causes (unusual events) and common (normal process variation). Common causes are also called random causes. Tolerances (the result is acceptable if it falls within the range specified by the tolerance) and control limits (the process is in control if the result falls within the control limits).

PERFORM QUALITY CONTROL MONITORING AND CONTROLLING

Perform Quality Control (QC) The project results include deliverables and project management results, such as cost and schedule performance QC is often performed by quality control department or similar titled unit. QC can include taking action to eliminate causes of unsatisfactory project performance The project management team should have a working knowledge of statistical quality control, especially sampling and probability to help evaluate QC outputs.

Perform Quality Control Direct and Manage Project Work CAN 2008 Close Project Transformation Cause and Effect Diagram Control Charts Flowcharting Histogram Pareto Chart Run Chart Scatter Diagram Statistical Sampling Inspection Defect Repair Review Outputs Quality Control measurements Validated defect repair Quality Baseline (U) Recommended Corrective Actions Recommended Preventive Actions Requested Changes Recommended Defect Repairs OPA (U) Validated deliverable Project Management Plan (U) Inputs Quality Management Plan Quality Metrics Quality Checklists Organizational Process Assets Work Performance Information Approved Change Requests Deliverables 43 43

MONITORING AND CONTROLLING CONTROL COSTS MONITORING AND CONTROLLING

CONTROL COSTS Control Costs is the process of monitoring the status of the project to update the budget and managing changes to the baseline. Monitoring the expenditure of funds without regard to the value of work being accomplished for such expenditures has little value to the project other than to allow the project team to stay within the authorized funding.

CONTROL COSTS Thus much of the effort of cost control centers on the relationship of the consumption of the project funds to physical work being accomplished for such expenditures. The key to effective cost control is the management of the approved cost performance baseline and the changes to that baseline.

Cost Control Project Cost Control includes: Influencing factors that create changes to the cost baseline Ensuring requested changes are agreed upon Managing the actual changes when they occur In-country fundraising problematic because: few donors, tradition of philanthropy weak (no tax incentives). Govt. reg. difficult. Maintain contact with bilaterals- Bolivia example 47

Cost Control Project Cost Control includes: Ensuring that cost expenditures do not exceed the authorized funding, by period and in total for the project. Monitoring cost performance to isolate and understand variances from the approved cost baseline Monitoring work performance against funds expended Preventing unapproved change from being included in the reported cost or resource usage Informing appropriate stakeholders of all approved changes and associated cost, and Acting to bring expected cost overruns within acceptable limits In-country fundraising problematic because: few donors, tradition of philanthropy weak (no tax incentives). Govt. reg. difficult. Maintain contact with bilaterals- Bolivia example 48

Cost Control Project cost control seeks out the causes of positive and negative variances and is part of the perform Integrated Change Control process In-country fundraising problematic because: few donors, tradition of philanthropy weak (no tax incentives). Govt. reg. difficult. Maintain contact with bilaterals- Bolivia example 49

Direct and Manage Project Work Cost Control Direct and Manage Project Work CAN 2008 Close Project Transformation Earned Value measurement To-complete Performance Index Variance Analysis Forecasting Project Status Performance Reviews Project Management Software Outputs Work Performance Measurements Forecasted Completion Organizational Process Assets Update Change Requests Project Management Plan update Project Document updates Inputs Cost Performance Baseline Project Funding Requirements Work Performance Data Organization Process Assets 50 50

Earned Value - Variables Independent Planned Value, PV Earned Value, EV Actual Cost, AC Dependent Schedule Performance Index, SPI Cost Performance Index, CPI Schedule Variance, SV Cost Variance, CV

Schedule Performance = EV SPI Schedule Variance = EV - PV <1: value less than scheduled value – bad =1: value equal to scheduled value – expected >1: value greater than scheduled – good = PV Schedule Variance = EV - PV -ve: project behind schedule +ve: project ahead of schedule ±0: project on schedule or completed

Cost Performance = EV CPI AC Cost Variance = EV - AC <1: cost overrun of the estimates – bad? =1: value equal to value spent – expected value >1: cost underrun of the estimates – good? = EV AC Cost Variance = EV - AC -ve: project over budget – bad? ±0: project on budget – expected value +ve: project under budget – good?

} } Forecasting Equations ETC = BAC - EV ETC = (BAC - EV)/CPI EAC Project Start Data Date Project End AC EAC = AC + ETC = AC + (BAC - EV) EAC = AC + BAC - EV CPI

Questions

TIME, RISK, COMMUNICATIONS CALCULATIONS TIME, RISK, COMMUNICATIONS

COMMUNICATIONS CALCULATIONS

Communications 1. A project had 10 key stakeholders. During the planning stage, 5 more key stakeholders were identified and analyzed. How many more potential communications channels were introduced by the discovery of the new stakeholders? 2. A project management organization by a process of organizational rationalization and redesign changed the number of potential communications channels from 190 to 105. How many team members were separated from the team? 3. A project management team of two has 8 key stakeholders to work with. How many potential communications channels exist on the project?

RISK CALCULATIONS

RISK 1. Project C has 0.7 probability of $70,000. What is the expected monetary value of the project? 2. Project A has 0.4 probability of $100,000.00 and project B has 0.9 probability of $50,000.00. If you have to choose only one of the projects, which one would you select?

The diagram below shows event probabilities The diagram below shows event probabilities. What is the likelihood that event 5 will occur? Calculations P=0.1 P=0.9 P=0.5 4 7 6 5

Calculate the expected monetary value (EMV) of event 6, in the diagram below, if its impact is estimated to be $100,000.00. Every p value is the likelihood of occurrence. Calculate P=0.1 P=0.9 P=0.6 P=0.4 P=0.5 4 7 6 5

Assignment 3 4 11 3 3 7 7 18 A B C 3 5 9 9 20 17 2 3 20 20 22 D E 3 20 20 22 In-country fundraising problematic because: few donors, tradition of philanthropy weak (no tax incentives). Govt. reg. difficult. Maintain contact with bilaterals- Bolivia example 1. Do a forward pass. 2. Do a backward pass. 3. Duration of the Project 4. Calculate float per activity. 5. Free float of Activities 6. Total Float 63