1. Introduction to Project Management
Project Monitoring and Control
Welcome to Introduction to Project Management, Unit 7, Project Monitoring and Control. This is Lecture b.
Lecture b
This material (Comp19_Unit9a) was developed by Johns Hopkins University, funded by the Department of Health and Human Services, Office of the National Coordinator for Health Information Technology under Award Number IU24OC

2. Project Monitoring and Control Learning Objectives—Lecture b
Direct project execution.
Track, review, and report project progress and performance.
Monitor and control project baselines.
Manage stakeholder expectations and change requests.
The Objectives for Project Monitoring and Control are to:
Direct project execution,
Track, review, and report project progress and performance,
Monitor and control project baselines, and
Manage stakeholder expectations and change requests.
Health IT Workforce Curriculum Version 3.0/Spring 2012
Introduction to Project Management Project Monitoring and Control Lecture b

3. Monitor & Control Project Schedule
Purpose of the Control Schedule Process
Monitor the schedule baseline
Report progress of the schedule
Ensure project activities are in alignment with the schedule baseline
Manage changes to the schedule baseline
How to Monitor & Control the Schedule
Document the work accomplished
Compare actual progress with the project schedule
Process change requests
Use schedule compression techniques
One resource that you’ll refer to again and again will be your project schedule. The control schedule process monitors the status of the project by determining if the project work has been accomplished and delivered as planned.
The project manager measures, compares, and analyzes the actual performance reported by team members against the schedule baseline. If variances are detected and considered significant, you have to decide which corrective or preventive actions to take. Corrective actions may include bringing in more resources—also known as “crashing” —and doing more work in parallel, which is usually referred to as “fast tracking.” These techniques may increase project costs and project risks. Preventive actions are recommended changes to the system or process that will prevent future schedule variances.
You should issue regular reports to your stakeholders, apprising them of the project’s status. Your analysis of the project timetable and progress, along with corrective actions, keeps everyone informed and invested in the project.
Health IT Workforce Curriculum Version 3.0/Spring 2012
Introduction to Project Management Project Monitoring and Control Lecture b

4. Keeping a Project on Schedule
Check Milestones
Points in time when tasks are scheduled to be completed – are they completed on time?
Assess Deliverables
Are they completed on time?
Is the quality acceptable?
Check on Team Work Practices
Working extra hours?
Is schedule too relaxed?
Talk to your team—how is morale?
This slide presents a number of activities to help you keep a project on schedule. First, check milestones. When you planned your schedule, you should have inserted milestones, or points in time by which specific tasks are to be completed. If your milestones are being met, your schedule should be well on track.
Secondly, assess the project deliverables. Are they being completed on time? Is the quality acceptable?
And while it may seem obvious, don’t forget to talk to your team members! Check in with them regularly, through both formal meetings and informal chats. They can help you identify possible issues that can affect your schedule in the future. Do they have to work extra hours to get the tasks completed? How is morale on the team? Are people upbeat and engaged with the work? If you sense that your team is feeling overwhelmed, you may need to reassign duties or re-determine your schedule—stressed employees make mistakes or, sometimes, leave your project. Both outcomes affect your project, so take the time to listen to your team members and work out adjustments as needed.
Health IT Workforce Curriculum Version 3.0/Spring 2012
Introduction to Project Management Project Monitoring and Control Lecture b

5. Getting a Schedule Back on Track
Duration Compression Techniques
Crashing: adds resources.
Probable increased project costs.
May cause further delays
Fast tracking: overlaps activities normally performed in sequence.
Probable increased project risk and rework.
Rework may cause further delays
Sometimes, despite all your planning, schedules get behind. Two approaches to compressing your project schedule include crashing and fast tracking.
“Crashing” adds resources to help complete an activity on time. Crashing the schedule will probably result in increased project costs. If you are adding team members, it may even create further delays, because current members will have to spend their time bringing the newcomers up to speed.
A second compression technique is called “fast tracking.” Fast tracking overlaps activities that are normally performed in sequence. Typically the schedule requires activities to complete in sequence because the following activity depends on the one before. So the parallel activities may cause confusion and require occasional rework.
Health IT Workforce Curriculum Version 3.0/Spring 2012
Introduction to Project Management Project Monitoring and Control Lecture b

6. Monitor & Control Quality
Purpose of the Perform Quality Process
Monitor and record results of executing the quality activities to assess performance
Recommend and take corrective actions when appropriate
How to Control Quality
Use the quality management plan to control quality
Verify deliverables align to the quality standards required
Identify causes of poor project processes or product quality
Recommend preventive and corrective actions
Process change requests by taking corrective action when required
Monitoring and controlling extends to the quality of the project’s deliverable outcomes. By monitoring and recording the results of all quality activities, you can assess your team’s performance and take corrective actions when necessary.
Ensure that your team designs quality control into their processes and products, so that all specifications are met, and that the customer doesn’t experience defects and bugs with their deliverable. Checking these things at the end of the project cycle will probably require additional rework, money, and resources.
The quality management plan details how quality control should be performed throughout the project. Verify deliverables and make sure they align to the quality standards. Identify causes of poor process or product quality. Recommend and implement preventive and corrective actions.
Health IT Workforce Curriculum Version 3.0/Spring 2012
Introduction to Project Management Project Monitoring and Control Lecture b

7. Project Reporting Deliverables Risks and critical issues
Progress
Project status or health
Upcoming activities
Risks and critical issues
Financial status and forecasts
Action plans or next steps
As part of your monitoring duties, you will probably have to provide a regular project report to your customer. This report should include the progress, status, and upcoming activities for your deliverables; detail risks and critical issues; provide updated financial information; and recommend action plans or next steps.
Health IT Workforce Curriculum Version 3.0/Spring 2012
Introduction to Project Management Project Monitoring and Control Lecture b

8. Administer Procurements
Monitor and exercise control over all procurements so they result in on-time delivery of products and services
Supporting Documents:
Procurement Management Plan—part of Project Management Plan
Contract Awards
Statements of Work
Supporting Personnel—from the Contracting Office
Review performance on all procurements:
Work meets contract specifications, statement of work
Delivered on time
Performance Reports from suppliers
Evaluate any change requests
You will also need to monitor procurements, which includes the various equipment and software and hardware products required to complete your products.
Your overall project management plan should include a procurement plan that abides by the process required by the customer health care organization. These processes will affect your schedule in different ways. For instance, if it takes 6 weeks to receive a piece of hardware from a specific vendor, be sure to factor that into your plan. Update any changes to the plan and communicate these updates.
If you have the assistance of the organization’s contracting office, take advantage of their expertise with contract language and statements of work. Evaluate any proposed changes to the contracts for their potential impact to your project. Establish periodic reporting by the suppliers to keep you informed of their performance, their costs, and any issues that arise.
Health IT Workforce Curriculum Version 3.0/Spring 2012
Introduction to Project Management Project Monitoring and Control Lecture b

9. Monitor & Control Risk Purpose of the Monitor & Control Risks Process
Implement risk response plans, track identified risks, identify new risks, and evaluate the effectiveness of the risk response actions
How to Monitor & Control Risks
Conduct periodic staff meetings to evaluate actual work performance results with planned results in the project management plan
Consider keeping a “Top Ten Risk”
Updating project documents
Project documents must be updated to reflect the outcomes of implementing risk responses, outcomes of risk reassessments and audits, and change requests for preventive and corrective actions
Monitoring and controlling also extends to risk. Track identified risks, identify new risks, implement risk response plans, and evaluate the effectiveness of the risk response actions.
Use periodic staff meetings to ask your team to help you identify new risks, review the results of risk audits, and review performance measurements against actual performance.
Updating project documents, including your risk management plan and risk register, will allow you to track risk response activities and change requests for preventive and corrective actions.
Health IT Workforce Curriculum Version 3.0/Spring 2012
Introduction to Project Management Project Monitoring and Control Lecture b

10. When Problems Arise …
Bad things can happen to good projects—abrupt departure of key people, natural disasters, late shipment of needed supplies, technology failures
When problems arise, THINK BEFORE YOU ACT
Investigate the problem to identify the underlying cause and possible work-around alternatives.
If indicated, conduct a special meeting focused on addressing the problem.
Determine the impact of the problem on the schedule, cost, deliverables
Can built-in slack absorb effect on schedule?
Can staff resources be re-allocated?
Assess need to escalate problem to senior management and other stakeholders.
When unexpected problems do arise, such as the abrupt departure of key people, natural disasters, late shipment of needed supplies, or technology failures, you must be prepared to handle them in a systematic way.
First, investigate the problem to identify the underlying causes and determine possible work-arounds or solutions. If indicated, bring together your project team members to discuss the problem and brainstorm fixes. Determine the impact of the problem and possible solutions on the schedule, cost, and deliverables. Can your project team and resources absorb the effect? Perhaps current staff resources can be reallocated. Also, assess if you need to bring the problem to senior management. Critical problems may require the input of your senior leaders.
Health IT Workforce Curriculum Version 3.0/Spring 2012
Introduction to Project Management Project Monitoring and Control Lecture b

11. Monitor Project Issues
Keep an Issues Log
Identify issues that arise in meetings with stakeholders, service providers, senior managers, customers, and at project status meetings
Number each issue with ID number, date, description, planned response, status, and responsible party for resolving it
Use word processing or spreadsheet software to help you maintain the log!
As you monitor your project, an issues log can help you keep track of problems, both small and large. As you identify issues that arise in meetings with stakeholders, service providers, senior managers, customers, and at project status meetings, include them in the log. Assign each issue an ID number and include the date, description, the planned response, and the person responsible for resolving it. Update the log as the issue is resolved.
You may wish to keep your log as a word processing or spreadsheet file. These types of software typically including sorting or other functionality that can be a great help in managing the details of various issues.
Health IT Workforce Curriculum Version 3.0/Spring 2012
Introduction to Project Management Project Monitoring and Control Lecture b

12. Managing Changes Changes will occur in your project:
Plan for them—e.g., by your choice of a life cycle model that is adaptive or by having budget reserves (where feasible)
Even if you do plan for change, there will be unexpected changes
Changes arise from any stakeholder, e.g.,
Team member wants to add a new feature to the system
Customer wants faster system response time
Vendor upgrades product, so cost is higher
Lead designer leaves the company
Even with all of your monitoring and controlling work, your project will change without warning. Team members will leave, a customer wants a faster system response time, a vendor re-prices a product—all of these unplanned occurrences will affect your project.
So try to expect the unexpected by using an adaptive life cycle model to plan your project. Choosing an adaptive, iterative, or agile model can allow for greater flexibility than a linear project model. Or, you can try to set aside budget reserves or pad your schedule with “float” days to cushion the effects of delays.
When change affects your product, perhaps through a new feature to the system, however, you need to have established change request processes in place.
Health IT Workforce Curriculum Version 3.0/Spring 2012
Introduction to Project Management Project Monitoring and Control Lecture b

13. Processing Change Requests
Establish a formal change request process :
-- Document it in the project management plan
-- Follow it!
Review changes for impact on project time, cost, deliverables, and stakeholders
Decide to accept or reject proposed changes
Make all necessary adjustments to documents, budgets, schedules, and deliverables
Communicate the adjustments to all stakeholders
These change request processes do not have to be elaborate, but they do need to be clearly defined procedures for accepting and vetting requests for project alterations. The process will need to determine the impact of a change on project time, schedule, cost and deliverables, and include a formal procedure to accept or reject it. Or your customer organization may have such a process in place that you can adapt for your project.
Health IT Workforce Curriculum Version 3.0/Spring 2012
Introduction to Project Management Project Monitoring and Control Lecture b

14. Techniques for Handling Change Requests
Use a Project Steering Team or Change Control Board (CCB) with members approved by stakeholders
Use configuration management procedures and tools to control the design and characteristics of products and their documentation
Document all change requests—even oral, informal, and minor ones
Your process may include a project steering team or change control board to evaluate the changes with input from various stakeholders.
Configuration management procedures and tools can help you keep track of versions of requirements, designs, code, tests, and so on.
Carefully document all change requests, however minor they may seem. This system will help you remember details or suggestions presented in a casual conversation that may be useful later on.
Health IT Workforce Curriculum Version 3.0/Spring 2012
Introduction to Project Management Project Monitoring and Control Lecture b

15. Project Monitoring and Control Summary—Lecture b
Monitoring and controlling involves a set of diverse activities.
As a PM, you must exercise control over project cost, schedule, scope, quality, risk, changes, and communications.
Your effectiveness in monitoring and controlling will help to ensure project success.
This concludes Project Monitoring and Control. In summary, this process includes a set of diverse activities that impact every aspect of your project, from initiation to closure. You will need to build plans for controlling and accepting change into your project plan, so that you can maintain your scope, budget, and schedule boundaries. Once a project begins, and the initial plans are complete, much of your effort will be dedicated to keeping track of the varied activities and exercising control to implement the plan on time and on budget. But you will also need to be prepared for necessary or unavoidable changes, and various tools, such as tracking software, issue logs, and established change processes can help you manage these with the least disruption to your project.
Health IT Workforce Curriculum Version 3.0/Spring 2012
Introduction to Project Management Project Monitoring and Control Lecture b

16. Project Monitoring and Control References—Lecture b
Bennatan, E. M. (2000). On Time Within Budget: Software Project Management Practices and Techniques., 3rd Edition. New York: John Wiley & Sons.
Fleming, Q. W., and Koppelman, J. M. (2006). Earned Value Project Management, 3rd Edition, Newtown Square, PA: PMI.
Health Information and Management System Society. Chicago, IL Available from:
Houston S, Bove LA. (2010) Project management for healthcare informatics. Springer Science + Business Media, LLC.
Kerzner H. (2009). Project management: a systems approach to planning, scheduling, and controlling. 10th ed. New York: Wiley.
Nicholas, J. M., and Steyn, H. (2008). Project Management for Business, Engineering, and Technology, 3rd Edition, Oxford, UK: Butterworth-Heinemann.
Project Management Institute, A guide to the project management body of knowledge. 4th ed. Newtown Square, PA: PMI; 2008
Project Management Institute (2005)., Practice Standard for Earned Value Management. Newtown Square, PA: PMI..
Schwalbe K. (2009). Information technology project management (with Microsoft Project 2007 CD-ROM). 6th ed.
Venkataraman, R. R., and Pinto, J. K. (2008). Cost and Value Management. New York: John Wiley & Sons.
No audio.
Health IT Workforce Curriculum Version 3.0/Spring 2012
Introduction to Project Management Project Monitoring and Control Lecture b