Chapter 14 Determining Project Progress and Results

Types of Project Control

Steering control - work is compared to the plan on a continual basis Go/no go control - PM must receive approval to continue

Internal Project Issues

1. Direct and Manage Project Work 2. Monitor and Control Project Work 3. Monitor Project Risk 4. Implement Risk Responses 5. Manage Communications 6. Monitor Communications

Establish Information Retrieval and Distribution System

1. Target the communications 2. Use new & proven communications methods 3. Refer to communications plan 4. Use active listening

Perform Integrated Change Control

Change control board - consists of a formal group authorized and responsible for reviewing, evaluating, approving, delaying, or rejecting any changes to any aspect of the project plan by following a formal communication method of documenting the decision process. Project manager Sponsor Core team Key stakeholders

Five Aspects of Project Determination

Determine" can mean: 1.to give direction to or decide the course of; 2.to be the cause of, to influence, or to regulate; 3.to limit in scope; 4.to reach a decision; 5.to come to a conclusion or resolution.

The PM and Decision Making

During project execution, a PM may need to: Give directions Re-plan Influence Guard the scope Follow-up to ensure proper results are delivered PM decision-making may involve: Personally making decisions Delegating decisions Being part of a group that makes decisions Facilitating a decision-making process

Monitor and Control Project Work

Monitoring and controlling project work - a series of activities such as identifying work packages for tracking, reviewing, and documenting the progress to ensure that the project execution meets performance objectives as defined in the project plan. Monitor - reviewing the progress and capturing project performance data with reference to the project plan; developing performance measures; and communicating performance information. Control - assessing actual performance obtained from monitoring a work element and comparing it with planned performance, determining variances, analyzing trends to identify and implement process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed.

Report Performance

Work performance data - actual, raw observations and measurements during execution of project activities Work performance information - the work performance data analyzed in context and integrated, considering relations across areas Work performance reports - the compilation of work performance information in some physical or electronic form that are presented as project documents intended to generate awareness, discussions, decision-making, or other suitable actions

Monitor communications

monitoring and controlling communications throughout the project lifecycle in order to make certain that the information needs of all stakeholders are met

Earned Value Management

• A decision-making tool • Examine project status at a given point in time • Understand project's progress in terms of cost and schedule Earned value management - a management method of measuring schedule & cost performance

Determine Project Information Needs

• Authorization to proceed • Direction setting • Status reporting • Approval of outputs

Perform Integrated Change Control

• Change is a reality on all projects • Correct person or group needs to approve changes • Need a simple, standard system for proposing and evaluating changes Perform integrated change control - reviewing all change proposals, estimating their impact on project goals wherever appropriate, approving or declining changes, and managing changes to deliverables, schedules, budgets, and the project management plan. Change control - a process wherein change proposals to various project planning elements are acknowledged, formally documented, and either approved or declined after review.

Control Schedule and Costs

• Comparing actual cost & schedule to baseline • Changes made through the integrated change control system • Ensure no more money than authorized is spent • Methods: • Earned value management • Project scheduling software

Monitor Project Risk

• Consider multiple responses to a given risk • For previously identified risk events: • Track the identified risks • Execute the response plans • Evaluate their effectiveness

Monitor and Control Project Work

• Continually measure & observe throughout the project • Activities occur in parallel with project execution • Activities need to be timely • Allow workers to self-control their work when possible

Financial Issues

• Control Resources • Control Schedule & Costs • Earned Value Management for Controlling Schedule & Costs

Manage Communications

• Determine project information needs • Establish an information retrieval & distribution system • Collect information on executed work & work in progress • Report progress to all stakeholders

Direct and Manage Project Work

• Empower others as possible, yet control as necessary when authorizing & performing project work • Who is allowed to authorize? • When is it time to perform the work?

Quality management & control tools... complete list in Exhibit 14.9

• Flow chart—model showing work flow • Check sheet—simple, structured form to gather data • Pareto chart—vertical bar graph, showing frequency of problems • Cause and effect diagram—outline showing possible causes • Histogram—vertical bar graph, showing average & variation • Run chart—scatter-diagram showing time • Control chart—run chart with process average & control limits

Control Scope

• How large a difference between actual and planned scope • Reasons for the difference • Action necessary to resolve differences

Control Scope

• Insist all changes go through integrated change control system • Try to avoid changes to scope • Work from a scope baseline

Control Resources

• Lack of necessary resources could adversely affect both budget & schedule • PM needs to look ahead to make sure resources are available when needed & solve problems proactively

Internal

• Project's nerve center consists of integration, risk, & communications issues. • Integration includes making choices to ensure project results are delivered. • PM needs to understand priorities and make decisions accordingly.

Report Performance

• Report weekly/daily • Emphasize specifics • Report the target date, current status • Update risk register and issues logs • Consider recommended changes

Possible Monitoring and Controlling Decisions

• Revisit the project charter • Adjust the project plan • Adjust day-to-day instructions • Proceed to project closing

Resolving Project Risks

• Unanticipated risks may materialize • Unknown risks require contingency • Time • Budget, • Other resources

Aids to Project Tradeoff Decisions

• Well-developed project charters • Effective stakeholder management • Clear communications

Sources of Work to be Performed

• Work package level of the WBS • Approved corrective actions • Preventive actions • Defect repairs