Ch7: Project Monitoring and Control  To reduce differences between plan and actual in the 3D space of T/C/P.  Best utilization of organization’s primary assets; capital (physical) resources, human resources, financial resources.  Go/No-Go decisions where predetermined standard must be met to continue.  Post project control to allow future projects to learn from past project experience. 2/24/2016Ardavan Asef-Vaziri7-1-1

Project Control – 3 Steps 0. Plan. You must first have a plan. 1. Measuring and Monitoring: You must have a way of measuring the project progress. Identifying/tracking key performance metrics. 2. Evaluating: You must have a way of detecting when a project is off the target. Analyzing causes of problems and potential corrective actions. 3. Correcting: Taking corrective actions to bring project performance back in line with targets. 2/24/2016Ardavan Asef-Vaziri7-1-2

Project Reports as a Control Tool  Everyone concerned with the project should receive reports containing information relevant to issues under their control.  Type of information depends on who gets it, i.e., an engineer vs. senior management.  Report Types  Routine: Reports on periodical basis or at milestones.  Exception – Reports regarding off target P/T/C.  Special Analysis: Reports from studies to look into unexpected problems 2/24/2016Ardavan Asef-Vaziri7-1-3

Measuring & Monitoring System  What should be monitored and measured?  How should it be monitored and measured?  When should it be monitored and measured?  Who should monitor/measure it?  Who should have access to information?  Where should information be stored? 2/24/2016Ardavan Asef-Vaziri7-1-4

Data Analysis  Aggregation Techniques  Fitting Statistical Distributions  Curve Fitting  Quality Management Techniques 2/24/2016Ardavan Asef-Vaziri7-1-5

Data Analysis: Number of Bugs per Unit of Test Time 2/24/2016Ardavan Asef-Vaziri7-1-6

Data Analysis: Curve fitting 2/24/2016Ardavan Asef-Vaziri7-1-7

Data Analysis: Ratio of Actual Material Cost to Estimated Material Cost 2/24/2016Ardavan Asef-Vaziri7-1-8

Components of a Control Systems  Sensor: To measure any aspect of the project that one wishes to control.  Standard: The control system must have a standards of items to measure against.  Comparator: To compare the output of the sensor with the standard.  Decision Maker: To decide if the difference between measured and standard is large to warrant attention.  Effector: If the decision maker warrants attention, the effector must then take action 2/24/2016Ardavan Asef-Vaziri7-1-9

Conventional Justifications for Specification Gap  Technical difficulties  Quality problems  Client wants changes  Inter-functional complications  Technological breakthroughs  Intra-team conflicts  Market changes 2/24/2016Ardavan Asef-Vaziri7-1-10

Conventional Justifications for Budget Overrun  Not enough resources  Scope changed  Bid was too low  Reporting was poor  Budget was inadequate  Corrections were not on time  Input prices changed 2/24/2016Ardavan Asef-Vaziri7-1-11

Conventional Justifications for Time Overdue  Difficulties took long to solve  Initial estimates were optimistic  Sequencing was incorrect  Resources unavailable  Preceding tasks were incomplete  Change orders  Governmental regulations were altered 2/24/2016Ardavan Asef-Vaziri7-1-12

Scope Creep  PM must be cautious of scope creep. Why?  Most common cause is due to the client or project team wanting to enhance the project’s deliverables.  The later that changes are made, the more difficult and costly they become.  Scope creep is welcome if it lowers costs or enhances the firm’s competitiveness.  A change control system allows the PM to assess the impacts and desirability of potential changes before deciding to implement them. 2/24/2016Ardavan Asef-Vaziri7-1-13

Formal Change Control System  Review suggested changes.  Assess all impacts to project goals.  Evaluate advantages and disadvantages.  Consider alternative changes that are better.  Allow responsible parties to make decision in light of all information.  Communicate changes to everyone involved.  Implement changes.  Summarize all changes and impacts in report. 2/24/2016Ardavan Asef-Vaziri7-1-14

Project Tracking Tools  Popular project management software allows you to track cost and schedule performance as the project progresses.  The current cost and schedule status must be entered routinely (daily or weekly).  For each activity, you must estimate: actual cost so far, and percent complete.  Earned Value Analysis is a common tracking tool that provides performance metrics. 2/24/2016Ardavan Asef-Vaziri7-1-15

Meeting Guidelines  Meetings should be used primarily for group decision making … not for mere progress reports  Distribute written agenda in advance of meeting  Ensure everyone is properly prepared for meeting  Chair of meeting should take minutes  avoid attributing remarks to individuals in the minutes  Avoid excessive formality  If meeting is held to address specific crisis, restrict meeting to this issue alone 2/24/2016Ardavan Asef-Vaziri7-1-16