1. Chapter 11: Project Control and Assessment
keep project on target
as close to plan as feasible
adapt to new circumstances
Chapter 10 Project Control and Assessment

2. Difference Between Planning and Control
The term planning and control are often confused, and occasionally these terms are used in such a way as to suggest that they mean the same thing.
Actually, planning and control are two quite different concepts. Planning involves developing objects and preparing various budgets to achieve those budgets. 
Control involves the steps taken by management to increase the likelihood that the objectives set down at the planning stage are attained and that all parts of the organization are working together toward that goal.
To be completely effective, a good budgeting system must provide for both planning a control. Good planning without control is time wasting.

3. Planning vs. Control Planning set goals & directions
allocate resources
anticipate problems
motivate
Control
guide work toward goals
ensure effective use of resources
correct problems
reward achievement

4. Planning and Control

5. IS Control Problems which may lead to Project control failure
Lin & Hsieh (1995)
Corporate Culture, can be closed to new ideas
Organizational Stability, too busy in reorganization.
Developer Experience with IT, unfamiliar with the project activities.
Developer Task Proficiency, no experience
Project Size, bigger projects, greater risks
System Structure, changing requirements cause problems
Lin & Hsieh, Journal of Systems Management, Nov/Dec 1995, 48-52

6. Magic Twelve Success Indicators
Planned milestone event are been met
Budget is under control
Quality control results are within specification
Minimal request for change
Project resources are being supplied per schedule and skill levels are adequate
Project team appears to be cohesive and happy.
User seems satisfied with the progress of work
Top management remains visible
Third party vendor are delivering quality items on schedule
Risk event are under control
Training program is progressing according to plan
No outstanding issues with support group

7. Managerial Actions to Maintain Project Control Ahituv et al. [1999]
Early user involvement
Senior non-technical management in charge for time and budget performance
Milestones for accurate project progress measurement
Hold suppliers & vendors legally responsible for deadlines
Don’t change project requirements

8. Risk Management process
Plan risk management it involves how to approach, plan, and execute the risk management.
Identify risks
Analyze and assess risks, qualitative and quantitative.
Plan risk response
Monitoring and control risks

9. Risk management process

11. The control process
The control process is a continuous flow between measuring, comparing, and action.
The four steps in the control process are:
- Establishing performance standards, set at the beginning of the project, technical specifications, budgeted costs, schedules, resource requirements
- Measuring actual performance
- Comparing measured performance against established standards
- Taking corrective action.

12. The Control Process (advantages)
Assess actual vs planned technical accomplishment
Verify validity of technical objectives
Confirm need for project
Time progress to match operational requirements
Oversee resource usage
Monitor costs

13. Statistical process control (SPC)
Involves using statistical techniques to measure and analyze the variation in processes. 
Most often used for manufacturing processes, the intent of SPC is to monitor product quality and maintain processes to fixed targets. 
Statistical quality control refers to using statistical techniques for measuring and improving the quality of processes and includes SPC in addition to other techniques, such as sampling plans, experimental design, variation reduction, process capability analysis, and process improvement plans.

14. Benefits of SPC
Provides surveillance and feedback for keeping processes in control
Signals when a problem with the process has occurred
Detects causes of variation
Accomplishes process characterization
Reduces need for inspection
Monitors process quality
Provides mechanism to make process changes and track effects of those changes

15. Control Techniques
There are several techniques as stated in the PMBOK used to monitor and control the cost of a project:
Forecasting is based on the current actual performance. As a project manager, having the ability to tell whether your project will be delivered on-time and on-budget is critical. Let’s take an example to understand this, Suppose you have completed 25% of your project. As per the schedule you are on track. However, after completing 50% of the project, you realize your project is delayed. By using forecasting method you can determine the degree of delay. This will also enable you to investigate the cause of delay and the corrective action, such as Crashing required to get the project back on track.
variance analysis, is the comparison of expected project performance to the actual cost performance. This analysis helps you understand the causes of variance, if any. Preventative and corrective actions are determined based on the variance analysis.
Earned Value, s a mathematical method by which you can measure the actual performance of a project. You will use EV to monitor your project in terms of schedule and cost. Indicates how much of the budget was planned to have been spent in order to do the amount of work done so far.
Performance Review, Performance reviews in projects are required to check the health of a project. This usually involves Cost and Schedule as the main parameters to assess. However, other parameters, such as Scope, Quality, Team Morale, may be used.

16. Earned Value Work Package Budgeted % done Earned Actual A 20 100 20 25
Total earned value 51 54
Efficiency = earned/actual
A = 20/25 = B = 10/8 = 1.25
Efficiency of total project = 51/54 = 0.94

17. Project Cost Monitoring
tie to work packages
work descriptions
time-phased budgets
work plans & schedules
responsibility assignments
resource requirements
keep up with change orders

18. Work Authorization upper management authorizes project 
project manager authorizes department work
via work orders
functional managers authorize work orders to sections

19. Data Collection upper management continues or cans 
project manager adjusts to solve problems
work sections report progress

20. Data Collection & Tally
periodically collect data about actual costs and work progress
project control accounting system tallies and summarizes
by work package
by department
project overall
manager intimately familiar with budget, actual

21. Project Review Meetings
where things are going wrong
emergencies
time bombs
opportunities
should be periodical
participants should have information prior
give assignments to present in advance
broaden participation

22. When to Hold Review Meetings?
periodic
regularity leads to more thorough preparation
can have in central meeting place
with network schedule on wall
key data available
special event
at critical milestones

23. Corrective Action
A corrective action is a Identification and elimination of the causes of a problem, thus preventing their recurrence.
A corrective action is a change implemented to address a weakness identified in a management system. Normally corrective actions are implemented in response to a customer complaint, abnormal levels of internal nonconformity, nonconformities identified during an internal audit or adverse or unstable trends in product and process monitoring such as would be identified by Process Control.

24. Jokes about change!!!!!!!
Officer: "Soldier, do you have change for a dollar?" Soldier: "Sure, buddy." Officer: "That's no way to address an officer! Now let's try it again!" Officer: "Soldier. Do you have change for a dollar?" Soldier: "No, SIR!"

25. Quotes…..
They always say time changes things, but you actually have to change them yourself.
It's not that some people have willpower and some don't. It's that some people are ready to change and others are not.
Change your thoughts and you change your world.
Things do not change; we change.
Only I can change my life. No one can do it for me.

26. Reasons for Changes change in project scope & specification
changes in design - errors, omissions, afterthoughts, revised needs
changes to improve rate of return
changes to adopt improvements

27. Impact of Changes cause grief for project team.
the more the project completed, the more difficult to adopt changes
impact on project scope, cost, time, schedule which can lead to major sources of conflict
may reduce changes & impact by change review process, but changes should be avoided if possible.

28. Project evaluation
Formative evaluation, monitoring progress on the project, use meeting, brainstorming, and GSS.
Post project evaluation, classifying completed project into categories of success and failure.

29. Summary project control guides work toward goals
assess actual versus planned
need data collection, information dissemination
focus on work package & cost account
use authorization process
constantly update projected performance