1. Monitoring, Control & Reporting

2. The nature of control Develop a structured plan - the “baseline” for control Monitor the plan Assess current and forecast performance Take action to correct adverse trends

3. Project control cycle Baseline cost & schedule (Full Business Case) update actuals & forecast change control & corrective action re-sanction (if necessary)

4. Develop the Baseline Develop the scope of what is required Split the project into meaningful elements using a Work Breakdown Structure (WBS) Develop a schedule linking the various project elements Identify the resources needed for each element of the WBS Develop cost forecasts for each element of the WBS Forecast revenues and benefits Consider risks and options Develop a strategy (organisation, purchasing, risk, etc). Allocate tasks and responsibilities Initiate a documentation and reporting system

5. Monitoring &Control Cycle

6. Use of Curves

7. ‘S’ Curves

8. Reporting Communicating project status

9. Those involved in programmes and projects need information Framework for reporting Specific reporting requirements Management of documentation

10. CORPORATE OBJECTIVES BUSINESS PLAN / AOB PROGRAMME PLANS AND OBJECTIVES PROJECT PLANS AND OBJECTIVES DETAILED PLANS AND BUDGETS QUARTERLY PERFOR- MANCE REVIEWS SUMMARY REPORTS EXCEPTION REPORTS PROGRAMME STATUS REVENUE FORECAST PROJECT STATUS REPORTS ACTUAL COSTS AND PROGRESS Board Business Unit LINE OF BUSINESS PROGRAMMES PROJECTS PRIMARY ELEMENTS/STAGES Information and Reporting Hierarchy

11. Project Number : 005/2/1Network Upgrade Programme - TransmissionJune 1998 Sanction Value Forecast Value Variance DescriptionQu. 1Qu. 2Qu. 3Qu. 4Qu. 5Qu. 6 Initial Investigation Feasibility Study Planning Evaluation Development Engineering Design Civil Works Cable Installation Commissioning 200 185 15 235 250 (15) 463 453 10 674 706 (32) 2355 1950 405 473 306 167 4400 3850 550 435 750 1200 1100 615 300 Legend Status /Risks Business Implications Change Orders 435 550 1500 1200165 Sanction Value Forecast Value Last Month 4200 350 Sanction Forecast Plan Slippage Saving Progress Project Status Report

12. Business Programme : 005Network Upgrade Programme :005/2June 1998 Sanction Value Forecast Value Variance DescriptionQu. 1Qu. 2Qu. 3Qu. 4Qu. 5Qu. 6 Project 1 Project 2 Project 3 Project 4 Project 5 4400 3850 550 650 700 (50) 2000 1750 250 980 1000 (20) 2470 2550 (80) 10500 9850 650500 1500 2500 2500 2700 800 Legend Status /Risks Business Implications Change Orders 450 1600 2400 2000 2400 1000 Sanction Value Forecast Value Sanction Forecast Plan Slippage Saving Progress Sanction Revenue 1000 1200 2500 2500 2500 Forecast Revenue 700 1000 2300 2500 2500 Last Month 10250 400 Corporate Broadband Services Programme Status Report

13. Business Programme : 005Corporate Broadband ServicesJune 1998 Sanction Value Forecast Value Variance DescriptionQu. 1Qu. 2Qu. 3Qu. 4Qu. 5Qu. 6 Legend Status /Risks Business Implications Change Orders A.O.B. Value Forecast Value A.O.B. Forecast AOB Plan Current Plan Slippage Saving A.O.B. Revenue 1000 3000 5000 7000 7000 Forecast Revenue 200 1000 3000 5000 7000 Variance (800) (2000) (2000) (2000) Variance Cum. (800) (2800) (4800) (6800) (6800) Last Month 25100 (500) A.O.B. 4000 4250 4350 (350) Programme 1 10000 10500 9850 150 Programme 2 (Network Upgrade) 3000 3000 3000 Project 1 8000 8400 8400 (400) Programme 3 25000 26150 25600 (600) 1500 3500 6000 7000 4000 3000 1200 2000 5000 7000 5500 2900 Revenue Details Business Programme Status Report

14. June 1998 Prior Q1 Q2 Q3 Q4 Q5 Q6 Future Business Implications Year Year Summary Data AOB Sanction Forecast AOB Value 1500 3500 6000 7000 4000 3000 Act/Frct. 1200 2000 5000 7000 5500 2900 2000 Variance 300 1500 1000 - (1500) 100 (2000) GROWTH PROGRAMMES SUMMARY BUSINESS PROGRAMME :005 Corporate Broadband Services Sponsor : F. Smith Manager : B.Brown AOB Rev 1000 3000 5000 42000 Act/Frct 200 1000 3000 40000 Variance (800) (2000) (2000) (2000) Functionality problems are likely to delay deployment of new capability. Initial loss of revenue wil lnot be recoverd. Investigating options to recover potential delays but will involve additional cost. Business Programme Summary Report

15. Operation & Closure Stage Final Cost Operational Costs Benefits & Revenue KPI & Performance

16. Final Cost Report Final Project Cost Actual cost Changes Claims? Commitments?

17. Cost & Revenue “J-curve” OPERATE IMPLEMENT REV less OPEX CASH FLOW TIME CAPEX COST

18. Business Review Stage Business Review Report have the forecast benefits been delivered? have other benefits been obtained? have initial revenue forecasts been achieved? is the cost of facilitating the benefit / revenue delivery in line with forecast ? what are the key learning points ?