Managing Project Work, Scope, Schedules, and Cost Monitor and Control Project Work Perform Integrated Change Control Validate Project Scope Control Project Scope Control the Project Schedule Control Project Costs

Monitor and Control Project Work A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 87

The Monitor and Control Project Work Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 86

Monitor and Control Project Work Inputs Project management plan Schedule forecasts Cost forecasts Validated changes Work performance information Enterprise environmental factors Organizational process assets

Monitor and Control Project Work Tools and Techniques Expert judgment Analytical techniques Project management information systems Meetings

Monitor and Control Project Work Outputs Change requests Work performance reports Project management plan updates Project documents updates

Guidelines to Monitor and Control Project Work Compare and evaluate project performance with the project plan. Analyze, track, and monitor risks. Maintain accurate information about the project as it unfolds. Maintain the integrity of baselines, ensuring that only approved changes are incorporated. Provide information to support status reporting, progress, and forecasting. Provide forecasts to update recent cost and schedule information. Monitor the execution of approved changes when they occur.

Perform Integrated Change Control A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 95

Integrated Change Control The process of identifying, documenting, approving or rejecting, and controlling changes to the project baselines Reduces risk to a project by governing the execution of proposed changes that will affect schedule and cost or other objectives Allows project managers to record requested changes Helps ensure that changes are implemented in a standardized and approved manner Helps minimize disruptive effect of changes made and monitor progression

Change Control Systems A collection of formal, documented procedures for changing official project documents Specifies how project deliverables will be controlled, changed, and approved Includes forms, tracking methods, processes, approval levels for authorizing or rejecting requested changes

Configuration Management Control product iterations. Ensure that product specifications are current. Control the steps for reviewing and approving product prototypes, testing standards, and drawings or blueprints.

The Perform Integrated Change Control Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 94

Perform Integrated Change Control Inputs Project management plan Work performance reports Change requests Enterprise environmental factors Organizational process assets

Perform Integrated Change Control Tools and Techniques Expert judgment Meetings Change control tools

Perform Integrated Change Control Outputs Approved change requests Change log Project management plan updates Project documents updates

Guidelines to Perform Integrated Change Control Make sure your change control system is cost effective. Establish or make use of an existing CCB composed of project stakeholders to evaluate change requests. Document the effect the changes have on the project performance baseline. Obtain approval from the appropriate parties for all change requests before implementing the change. Use configuration management to document and control changes to original product characteristics. Coordinate changes across knowledge areas as appropriate. For example, does a proposed schedule change affect cost, risk, quality, and/or staffing? Use performance reports to measure project performance. Identify corrective action necessary to bring expected performance in line with the project plan. Update the project plan to reflect changes made that affect performance baselines. Document the causes of variances, the steps taken to correct performance problems, and the rationale behind the decision-making process.

Validate Project Scope A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 133

The Validate Scope Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 133

Validate Scope Inputs Project management plan Requirements documentation Requirements traceability matrix Verified deliverables Work performance data

Validate Scope Tools and Techniques Inspection Group decision-making techniques

Inspections An official examination of work results to verify requirements are met. Involves: Comparing the baseline specifications and approved changes to the actual project results. Determining the likelihood that remaining deliverables will be completed as projected. Identifying actions needed to ensure work results will meet specifications, scope, schedule, and budget goals.

Validate Scope Outputs Accepted deliverables Change requests Work performance information Project documents updates

Guidelines to Validate Project Scope Prepare for a scope verification inspection. Conduct an inspection to review deliverables and work results to ensure satisfactory completeness. Prepare an inspection report. Provide the inspection report to key stakeholders to obtain complete or conditional formal acceptance of the deliverables and work results. Distribute formal acceptance documentation to project stakeholders according to the communications management plan. If the project is terminated early, document the level and extent of deliverables completed and distribute the documentation to project stakeholders.

Control Project Scope A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 137

The Control Scope Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 136

Control Scope Inputs Project management plan Requirements documentation Requirements traceability matrix Work performance data Organizational process assets

Control Scope Tools and Techniques Variance analysis

Control Scope Outputs Work performance information Change requests Project management plan updates Project documents updates Organizational process assets updates

Guidelines to Control Project Scope Develop and implement a scope change control system. Identify and document corrective action to take to bring expected future project performance in line with planned performance. Make sure that formal agreements are reached and new specifications detailed. Depending on the nature of the change, you may need to revise the cost, schedule, or quality performance baselines to reflect the changes and to form a new baseline. Use performance measurement techniques to monitor the changes. Document lessons learned during scope change control for use on future projects.

Control the Project Schedule A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 186

The Control Schedule Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 185

Control Schedule Inputs Project management plan Project schedule Work performance data Project calendars Schedule data Organizational process assets

Control Schedule Tools and Techniques Performance reviews Project management software Resource optimization techniques Modeling techniques Leads and lags Schedule compression Scheduling tool

Performance Reviews Trend analysis Critical path method Critical chain method Earned value management reviews

Control Schedule Outputs Work performance information Schedule forecasts Change requests Project management plan updates Project documents updates Organizational process assets updates

EVM A method to measure project progress Compares actual schedule and cost performance against planned performance Benefits of using EVM as opposed to a flexible budget is the time dimension associated with earned value Important to understand the monetary value of work contribution

PV The budgeted portion of the approved cost estimate to be spent during a particular time period to complete the scheduled project work. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 219

EV A composite measurement of actual cost and time performance in relation to scheduled or planned cost and time performance EV = % work complete to date x budgeted cost A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 219

AC The total amount of costs incurred while accomplishing work performed. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 219

EVM Measures Schedule variance (SV = EV - PV) Schedule performance index (SPI = EV / PV) Cost variance (CV = EV - AC) Cost performance index (CPI = EV / AC)

Schedule Performance Measurement Any technique used to determine how the project is performing in terms of time as compared to its planned performance. Indicates how much variance exists between the actual work completed and the work scheduled. Performance measurement techniques include: Schedule Variance (SV) Schedule Performance Index (SPI) Trend analysis Variance analysis Determines if the schedule variance is potentially detrimental to the project and if you need to take appropriate corrective actions

Software Development Gantt Chart Activity Status A F B C D E NF NS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Weeks Status to Date Float F NF NS = Finished = Not Finished = Not Started Scheduled duration Actual duration A Gantt chart of a software development project A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 183

SV The measured difference between the actual completion of an activity and the planned or scheduled completion of an activity SV = EV – PV

SPI Measures schedule performance efficiency SPI is the ratio of work performed to work scheduled SPI of 1.0 or 100 = The project is on schedule SPI > 1.0 or 100 percent = The project is ahead of schedule SPI < 1.0 or 100 percent = The project is behind schedule SPI = EV / PV

Guidelines to Control Schedule Develop and implement a schedule change control system. Evaluate change requests. Use performance measurement techniques. Analyze the results of your performance measurements. Identify and document corrective action. Depending on the nature of the change, you may need to revise the cost, schedule, or quality performance baselines to reflect the changes and to form a new baseline. Use performance measurement techniques, including trend analysis, to monitor the changes. Document lessons learned during schedule control for use on future projects.

Control Project Costs A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 215

The Control Costs Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 215

Control Costs Inputs Project management plan Project funding requirements Work performance data Organizational process assets

Control Costs Tools and Techniques Earned value management Forecasting To-Complete Performance Index (TCPI) Performance reviews Project management software Reserve analysis

CV A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 218-219

CPI A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 219

Performance Measurement Analysis Techniques Planned Value (PV) Earned Value (EV) Actual Cost (AC) Estimate to Complete (ETC) and Estimate at Completion (EAC) Cost Variance (CV) Schedule Variance (SV) Cost Performance Index (CPI) Schedule Performance Index (SPI) Budget at Completion (BAC)

BAC The total budgeted cost of the project at completion. BAC is factored with CPI to calculate ETC and EAC. BAC = Total PV at completion

ETC A forecasting technique Based on an updated, mid-project estimate Calculate ETC for cost by using: ETC = (BAC - EV) ETC = (BAC - EV) / CPI

Forecasting EAC = AC + ETC EAC = AC + (BAC – EV) EAC = AC + [ (BAC - EV) / CPI ] or EAC = BAC / CPI

TCPI An indicator of the usage of resources for the remainder of the project TCPI = Remaining work / Remaining project budget TCPI (BAC) = (BAC – EV) / (BAC – AC) TCPI (EAC) = (BAC – EV) / (EAC – AC) TCPI value can either be > or < 1 when compared with CPI If TCPI is > 1, the project team should be utilized in a careful manner If TCPI is < 1, the project team can be utilized in a lenient way

Control Costs Outputs Work performance Cost forecasts Change requests Project management plan updates Project documents updates Organizational process assets updates

Guidelines to Control Project Cost Develop and implement a cost change control system. Evaluate change requests. Use performance measurement techniques. Analyze the results of your performance measurements. Identify and document corrective action. Depending on the nature of the change, you may need to revise the cost, schedule, or quality performance baselines to reflect the changes and to form a new baseline against which to measure future performance. Use performance measurement techniques, including trend analysis and EAC, to monitor the changes. Document lessons learned during cost control for use on future projects.

Reflective Questions When preparing for a scope verification inspection, what do you think are the steps required to make your project successful? How could using earned value management help you to control project costs on future projects?