MBAPMSection

Jan-201Section10.0ProjectMonitoringandControllingJan-202ProjectMonitoringandControlling10.1OverviewandGeneralPrinciples•Thetext(Chapter7)providesaverygooddiscussionofmonitoringandcontrolling.•Thetwomainauthors(Meredith&Mantel)inearlier,larger,morecomprehensivetextsintroducedintoprojectmanagementaveryusefulconcept.•ItiscalledthePlan-Monitor-ControlCycle(P-M-CCycle).Itcapturestheseprocessesinalogicalframeworkonthenextchartthatshows:-theintricateconnectionsamongplanning(whattodo);-monitoring(measuringactualresultsagainsttheplan)-andcontrollingtoanalyzevariancesbetweentheplanandactualsandtakingcorrectiveactionsasneeded.Jan-20310.1MonitoringandControlling:OverviewExampleofMonitor&ControlRoadmap:ProgressAgainstBaselinePlantoShowVariancesandPotentialforCorrectiveActionsTechnicalPerformanceScheduleandCostsPLANSFromtheProgramMasterPlan,WBSElementPlansAndWorkPackagePlansACTUALSTechnicalPerformance(Measurement&Tests)Schedule(Bar,Networks,MilestoneCharts,StatusReportsCostReportsPlannedActualxxxxxxxxxxxxxxxxxxCOMPARISONForeachmilestonebyPackage,byWBSElement,byprogramVarianceFromPlans(mechanizedwherepossible)ReactionAnalysisOfthevariancecauseandcureNoVarianceBeyondLimitsInitiationAnalysisIncludingearnedvaluecalculationsRevisePlanCorrectiveAction1.Curetheproblem2.PlantoRecoverPositionForecastsTrends)Tech.PerETC/EAC)ScheduleIncentives)CostTrade-offStudiesJan-204ProjectMonitoringandControlling10.1Overview:SomeGeneralPrinciples•AnotherwaytoshowtheP-M-CCycleisFigure7.1inthetext—anditaddsausefuldimensionaboutwhoisinvolvedwith“PlanningandScheduling”and“ReportingandControlling.”•Itshouldbeclearthatplanningandcontrollingare“twosidesofthesamecoin.”Theyarecloselyinterlinked.•Planningandcontrollingarebothaimedatproducingdeliverables—someinternalandsomeexternalwhichmustbeturnedovertothecustomeratorbeforeprojectcompletion.•Therefore,bothplanningandcontrollingmusthaveasharpfocusondeliverablesandtheassociatedsystemsshouldbedesignedaccordingly.Jan-205ProjectMonitoringandControlling10.1Overview:SomeGeneralPrinciples•Throughouteveryprojectthereare,aswasjuststatedonthepreviouschart,oftenmanydeliverableswhichmustbepresented–externallyandinternally.•Examplesofdeliverablesthataremainlyinternalare:–Reports(periodicstatus,exception—trouble,specialanalyses)–Intermediateproductsormodules–Documentation(testresults,costrecords,etc.)–Training(completedorplansforfuture)–Presentations,reviewsofalternativesforaproblem--alongwitharecommendation—thatmayhaveturnedupfromananalysisofacontrolsystemvarianceJan-206ProjectMonitoringandControlling10.1Overview:SomeGeneralPrinciples•Foraccurateidentificationoftheexternaldeliverables,itisimportanttoreturntotheplan,objectivesandrequirementsdocuments.•Thesemustbecarefullyscrutinizedtoinsurethatnoneareoverlooked(oftenhappens).•Thesedeliverablesobviouslywillincludethemainproduct,software,officebuilding,orsystemdescriptionanddesignaroundwhichtheprojectwasestablished.•Butsomeofthesametypesasforinternalusealsomayappearinthiscategoryaswell:reports,trainingmanuals,maintenancemanuals,operatingmanuals,suggestedtrainingforcertainkeypeople.•Suchlistsmustbecheckedandre-checked!Andthenagain!Jan-207ProjectMonitoringandControlling10.1Overview:SomeGeneralPrinciples•MonitoringandControl(afterthisusedasM&C)systemsshouldbecosteffective(costofM&CshouldneverexceedthebenefitsorvalueofM&C)•M&Csystemsmustnotonlybeactuallyusefulbutalsobeseenthatwaybythosebeingmonitoredandcontrolled•M&Csystemsmustoperateinanethicalmanner•M&Csystemsshouldbetimelyandaccurate•M&CsystemsmustbeeasytomaintainanddocumentJan-208ProjectMonitoringandControlling10.1SomeGeneralPrinciples•Allelementsofcontrolsystemsshouldbedesignedwithappropriatemonitoringinmind(NOTE:Monitoringandcontrollingareoftenseparatefunctionsinanorganization)—also,mustberelatedtoprojectplans.•OrganizationsshoulddesignM&Csystemstofocuson“fixingproblems”or“achievingnecessarychanges”insteadof“punishingtheguilty.”•OrganizationsshouldbalanceM&Csystemsbetweenthesometimescontradictoryneeds“tofollowtherules”and“allowingforflexibilityandcreativity.”Jan-209ProjectMonitoringandControlling10.1SomeGeneralPrinciples•M&Csystemsshouldnottrytocontroltoomuch•M&Cshouldbeplacedasnearaspossibletotheworkbeingmonitoredandcontrolled.•M&Csystemsshouldbalanceshorttermandlongtermfeatures•M&Csystemsshouldbesimple,understandableandbeviewedbyallasfairJan-2010ProjectMonitoringandControlling10.2PerformanceReporting•ApracticalguidetodesigninganM&Csystemistodeterminewhatarethemostimportantmetricsorfeaturesofperformance,cost,schedulethatneedcarefulattention.•Bythatismeantthoseitemsmostdirectlyconnectedtoachievingtheprojectrequirements,objectivesthatwillleadtosuccessfuldeliverablescalledforintheplan.•ToomanyM&Csystemsfocusonwhatiseasytoobtain(inputs)insteadofwhatisimportantandreallyneeded.•CompanionproblemsarethatmanyM&Csystemsfocusonactivitiesoreffortinsteadofperformanceintermsofresults—andonareasthatdon’tchangeveryoften.Jan-2011ProjectMonitoringandControlling10.2PerformanceReporting•Performancereportswillonlybeasgoodasthequalityandu