7-Part 1-Of Controlling Process

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Monitoring&ControllingProcess

Group

(part1)

PMBOK

4th

edition

By

PMI

MENA

Chapter

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Contents


4.4 Monitor&ControlProjectWork

4.5 PerformIntegratedChangeControl

5.4 VerifyScope

5.5 ControlScope

6.6 ControlSchedule

7.3 ControlCost

8.3 PerformQualityControl

10.5

ReportPerformance

11.6 Monitor&ControlRisk

12.3 AdministerProcurement

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Monitor

and

Control

Project

Work

Theprocessoftracking,reviewing,andregulatingtheprogresstomeettheperformanceobjectivesdefinedintheprojectmanagementplan.

Monitoringisperformedthroughouttheproject,andakeyindicatorforprojecthealth.

Controlincludesdeterminingcorrectiveorpreventiveactionsorreplanningandfollowinguponactionplans

todetermine

if

the

actions

taken

resolved

the

performanceissue.



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Monitor

and

Control

Project

Work



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Monitor

and

Control

Project

Work:

Inputs

Performancereports

Performancereportscanbeusedtoreportthekeyinformationincludingbutnotlimitedto:

Currentstatus,

Accomplishments,

Milestonesstatus,

Identified

issues,

Forecasts

.



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Monitor

and

Control

Project

Work:

Inputs

OrganizationalProcessAssets

Organizationcommunicationrequirements,

Financialcontrolsprocedures,

Issuesanddefectmanagementprocedures,

Riskcontrolprocedures,

Processmeasurementdatabaseusedtomakeavailable

measurementdataonprocessesandproducts, Lessonslearneddatabase.



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Monitor

and

Control

Project

Work:

Tools

&

Tech.

ExpertJudgment

Usedbytheprojectmanagementteamtointerprettheinformationprovidedbythemonitorandcontrol

processes.



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Monitor

and

Control

Project

Work:

Outputs

Changerequest

Changeswhichmayexpand,adjust,orreduceprojectorproductscope,

Changescanimpacttheprojectmanagementplan,projectdocuments,orproductdeliverables,

Changesmayincludebutarenotlimitedto:

Correctiveaction.

Preventiveaction



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Monitor

and

Control

Project

Work:

Outputs

ProjectManagementPlanUpdatesIncludes

Schedulemanagementplan,

Costmanagementplan,

Qualitymanagementplan,

Scopebaseline,

Schedulebaseline,and

Costperformancebaseline



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Contents


4.4 Monitor&ControlProjectWork

4.5 PerformIntegratedChangeControl

5.4 VerifyScope

5.5 ControlScope

6.6 ControlSchedule

7.3 ControlCost

8.3 PerformQualityControl

10.5

ReportPerformance

11.6 Monitor&ControlRisk

12.3 AdministerProcurement

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PerformIntegratedChangeControl

Theprocessof:

Reviewingallchangerequests,

Approvingchanges,and

Managingchangestothe:

Deliverables,

Organizationprocessassets,

Projectdocuments,

and

Projectmanagementplan.



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ThechangemanagementprocessperformedfromprojectInitiationthroughClosing.

ChangeControlisnecessarybecauseprojectsseldomrunexactlyaccordingtotheprojectmanagementplan.



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Theprojectmanagersresponsibilityistomanagechanges.

Changesdontnecessarilymeannegativeconsequences.

Changescanproducepositiveresultsaswell.

Justbecauseachangeisrequesteddoesntmeanthatyouhavetoimplementit.

Alwaysworktodiscoverthereasonsforthechangeanddetermineiftheyrejustifiable,byknowingthecostofthechange.

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Thepurposeofthechangemanagementprocessare:

Identifyingthatachangeneedstooccurorhasoccurred.

Influencingthefactorsthatcircumventintegratedchangecontrol.

Reviewingandapprovingrequestedchanges.

Reviewingandapprovingallrecommendedcorrectiveand

preventiveactions.

Documentingthecompleteimpactofrequestedchanges.

Controllingandupdatingtherequirementsbaseduponapprovedchanges.

Maintainingtheintegrityofbaselinesbyreleasingonlyapprovedchangesforincorporationintoprojectproductsorservices.

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ChangeControlMeetings

Achangecontrolboardisresponsibleformeetingandreviewing thechangerequestsandapprovingorrejectingthosechangerequests.

Therolesandresponsibilitiesofthoseboardsareclearlydefinedandareagreeduponbyappropriate

stakeholders.

Allchangecontrolboardsdecisionsaredocumentedand

communicated

to

the

stakeholders

for

information

and

followupactions.

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ChangeControlSystem

Changecontrolsystemsaredocumentedproceduresthatdescribe:

howtosubmitchangerequests,

howtomanagechangerequests,and

themanagementimpactsofthechangesastheypertaintoprojectperformance

Thechangecontrolsystemdefinesthelevelofauthorityneededtoapprovechanges.

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Therearetwothingsyoushouldrequireatthebeginningofallprojectsregardingchange.

First,Itisrecommendedthatyourequireallchange

requeststobesubmittedinwriting.Thisistoclarifythechangeandmakesurenoconfusionexistsregardingwhatisrequested.

Second,allchangerequestsmustcomethroughtheformalchangecontrolsystem.

Ifyouallowchangestooccurtotheprojectwhenever

requested,you

would

probably

never

complete

the

project.

RequirementsforChange

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ConfigurationManagement

Configurationmanagementsystemwithintegratedchangecontrolprovideastandardized,effective,andefficientprocesstocentrallymanagechangeswithina

project.

Theconfigurationmanagementinclude:

identifying, documenting,and

controllingchangestothebaseline.

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Configurationverificationandaudit

ensurethecompositionofaprojectsconfigurationitemsiscorrectandthatcorrespondingchangesare:

registered,

assessed,

approved,

tracked,and

correctlyimplemented


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Configurationstatusaccounting

informationisrecordedandreportedastowhenappropriatedataabouttheconfigurationitemshouldbe

provided.

Thisinformationincludesalistingof:

approved

configuration

identification,

statusofproposedchangestoconfiguration,and

theimplementationstatusofapprovedchanges.


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VarianceAnalysis

Scheduleperformancemeasurements(SV,SPI)areusedtoassessthemagnitudeofvariationtotheoriginal

baseline.

Thetotalfloatvarianceisalsoanessentialplanningcomponenttoevaluateprojecttimeperformance.

Schedulecontrolincludedeterminingthecauseanddegreeofvariancerelativetotheschedulebaselineanddecidingwhethercorrectiveorpreventiveactionisrequired.

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7CostKnowledgeArea

7.3 ControlCosts


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ControlCost

Influencingthefactorsthatcreatechangestotheauthorizedcostbaseline.

Assuringthatpotentialcostoverrunsdonotexceedthe

authorizedfunding.

Monitoringcostperformancetodetectvariancesfromthecostbaseline.

Recordingallappropriatechangesaccuratelyagainstthecostbaseline.

Preventingincorrect,inappropriate,orunauthorizedchanges.

Informingappropriatestakeholdersofapprovedchanges.

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ControlCost

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EarnedValue(EV)managementAcronymTermData Element

PV (BCWS)Planned ValueScheduled Work

EV (BCWP)Earned ValueEarned Value

AC (ACWP)Actual CostActualBACBudget at CompletionAuthorized Work

EACEstimate at CompletionForecasted Cost

SVSchedule VarianceWork Variance

CVCost VarianceCost Variance

VACVariance at CompletionCompletion Variance

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PerformanceIndex

CostandScheduleperformanceefficiencycalculations;expressedin$

CostPerformanceIndex(CPI)

CPI=EV/AC

SchedulePerformance

Index

(SPI)

SPI=EV/PV

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EstimateatCompletion(EAC)

Themanagementsassessmentofthecostoftheprojectatcompletion

Aftervarianceanalysis,theestimatedcostatcompletionis

determine

AnEACisaforecastofthemostlikelytotalvaluebased

on

project

performance

and

risk

quantification.

EACistheprojectedoranticipatedtotalfinalvalueforascheduleactivity,WBScomponent,orprojectwhenthe

definedworkoftheprojectiscompleted.

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EACCalculations

Scenario#2:themostcommonforecastingtechniquesforcalculatingEACusingearnedvaluedataaresomevariationof:

EACusingremainingbudget.

EACequalsACCplusthebudgetrequiredtocompletetheremainingwork,whichisthebudgetatcompletion(BAC)minustheearnedvalue(EV).

Thisapproachismostoftenusedwhencurrentvariancesareseenasatypicalandtheprojectmanagementteamexpectationsarethatsimilarvarianceswillnotoccurinthe

future. Formula:EAC=ACC+BACEV

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EACCalculations

Scenario#3:EACusingCPIC.

EACequalsactualcoststodate(ACC)plusthebudgetrequiredtocompletetheremainingprojectwork,whichis

theBAC

minus

the

EV,

modified

by

aperformance

factor

(oftentheCPIC).

Thisapproachismostoftenusedwhencurrentvariancesareseenastypicaloffuturevariances.

Formula:EAC=ACC+((BACEV)/CPIC)

Eachoftheseapproachescanbethecorrectapproachfor

anygiven

project

and

will

provide

the

project

managementteamwithasignaliftheEACforecastsarenotwithinacceptabletolerances.

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EarnedValueExample

CV=EVAC=25002800= 300

weareoverbudgetby$300

CPI=EV/AC=2500/2800=0.893

wearegetting89centsoutofeverydollarweputintheproject

SV=EVPV=25003000= 500

wearebehindschedule

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ReportPerformance

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ChangeHistoryVer Date Author Reviewe

rReasonforChange

1.00 20Nov2009 MohamedAbuSen

AmalIsmail

Initialrelease.

1.10

30Nov

2009

Mohamed

AbuSen Amal

Ismail QCslides

were

moved

to

the

Quality

Planningpresentations.

1.20 6Oct.2010 Amal Dividingcontrollingsessioninto2parts

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Chapter

7-Part 1-Of Controlling Process

Documents

Transcript of 7-Part 1-Of Controlling Process