Lecture Project management: A managerial approach – Chapter 11: Project control
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Chapter 11
Project Control
Copyright 2015 John Wiley & Sons, Inc.
Focus of Control
Scope
Cost
Time
112
Scope
Technical problems
Technical difficulties
Quality problems
Client wants changes
Interfunctional complications
Technological breakthroughs
Intrateam conflict
Market changes
113
Cost
Difficulties may need more resources
Scope may increase
Initial bid was too low
Reporting was poor
Budget was inadequate
Correction not on time
Input price changed
114
Time
Difficulties took longer than planned to
solve
Initial estimates were optimistic
Sequencing was incorrect
Unavailable resources
Preceding tasks were incomplete
Change orders
Governmental regulations were altered
115
The Fundamental Purposes of Control
1.
2.
The regulation of results through the
alteration of activities
The stewardship of organizational
assets
116
Physical Asset Control
Control over the use of physical assets
Includes preventive and corrective
maintenance
Must also control inventory
117
Human Resource Control
Controlling and maintaining the growth of
people
People working on projects can gain a
wide range of experience
Measurement of human resource
conservation is difficult
Performance appraisals and other
measures are not satisfactory devices
118
Financial Resource Control
Current asset control
Project budget
Capital investment control
Techniques same as those applied to general
operation of the firm
Context is different because project is
accountable to an outsider
Must exercise due diligence over resources
owned by the client
119
Three Types of Control Processes
Cybernetic control
Go/nogo control
Post control
1110
Cybernetic Control
A system that is constantly monitored
When a deviation is spotted, corrective
action is taken
Cybernetic controls are not common in
projects
Negative feedback loop
1111
A Cybernetic Control System
1112
Information Requirements for
Cybernetic Controllers
Must have a counteraction for every
action
Not possible for complex systems
1.
2.
3.
4.
5.
Must define what characteristics of an
output to control
Standards must be set
Sensors must be acquired
Measurements must be compared to a
standard
Difference sent to the decision maker
1113
Go/Nogo Controls
Testing to see if some preset condition
has been met
Most of project management is go/nogo
controls
Use cannot be based on the calendar
–
–
–
Some will take place at milestones
Some will take place when work packages
are completed
Others will be ongoing
1114
Go/Nogo Controls Continued
Data to be collected will match the critical
elements of the project plan
Actual is compared to what was expected
in the plan
Regular reports are given to the project
manager and senior management
1115
PhaseGated Processes
Controls the project at various points
throughout its life cycle
Most commonly used for new
product/service development projects
Project must pass gate to continue
funding
1116
Postcontrol
These are controls that are applied after
the fact
Their purpose is to mainly improve the
performance on future projects
Often times, a final report is prepared
comparing the plan with reality
Sometimes called “lessons learned”
1117
Postcontrol Report Sections
The project objectives
Milestones, gates, and budgets
The final report on project results
Recommendations for performance and
process improvement
1118
The Design of Control Systems
Who sets the standards?
Are the standards realistic?
Are the standards clear?
Will they achieve the project goals?
What should be monitored?
How should they be monitored?
Many more…
1119
Characteristics of a Good Control
System
Flexible
Accurate
Cost effective
Simple
Useful
Easy to maintain
Ethical
Fully documented
Timely
1120
Critical Ratio Control Charts
Made up of two parts:
–
–
Ratio of actual progress to scheduled
progress
Ratio of budgeted cost to actual cost
Caeteris paribus
Critical ratio
actual progress
schedule progress
budgeted cost
actual cost
1121
Critical Ratio Control Chart
1122
Critical Ratio Control Charts
1123
Benchmarking
making comparisons to “best in class”
practices across organizations
1124
Benchmarking Best Practices
1.
2.
3.
4.
5.
Promoting the benefits of project
management
Personnel
Methodology
Results of project management
Oncourse improvement in project
management practices
1125
