1. 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

2. 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

3. 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

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

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

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

7. 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.

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

9. 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

10. 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

11. 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.

12. 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

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

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

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

16. 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.

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

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

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

20. Validate Scope Tools and Techniques
Inspection
Group decision-making techniques

21. 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.

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

23. 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.

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

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

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

27. Control Scope Tools and Techniques
Variance analysis

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

29. 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.

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

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

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

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

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

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

36. 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

37. 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

38. 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

39. 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

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

41. 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

42. Software Development Gantt Chart
Activity
Status A F B C D E NF NS
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

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

44. 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

45. 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.

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

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

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

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

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

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

52. 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)

53. 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

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

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

56. 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

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

58. 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.

59. 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?