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Tutorial 12 - Monitoring and Controlling

Tutorial 12 - Monitoring and Controlling



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Published by: NothingToKnow on Nov 27, 2008
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AY0809 October Semester
IT Project Management
Tutorial 12: Monitoring and Controlling Processes
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project HR Management
Project Communications Management
Project Risk Management
Project Procurement Management
Explain the purpose of monitoring and controlling in project management
Describe the tasks and outputs of monitoring and control in the 9 projectmanagement knowledge areasStudents are encouraged to prepare their draft answer before class, as this will helpthem to discuss the questions and answers during the tutorial session.1. What is the difference between scope verification and scope control? Why are both important to project success?Scope verification
Involves formal acceptance of the completed project scope by the project sponsoror designated stakeholders
Achieved through customer inspection and then sign-off on key deliverablesScope control (change management)
Focuses on ensuring that changes to scope are beneficial
Determining that a change has occurred
Managing scope changes as they occur2. You are the project manager for a company that is building a behavioural healthsystem. The project is slightly ahead of schedule and there have not been anysignificant problems to date.
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AY0809 October Semester
In reviewing some of the screens under construction, you are surprised to find anumber of features that were not part of the design. The system builder wasone of your most talented and creative programmers. When you ask aboutthese features, the builder proudly tells you that they add to the functionalityof the system without taking any additional programming time. You can seethat the features definitely do add to the functionality of the system. The codehas already been written for them.Should you allow them to be included in the system, even though they were notpart of the approved technical design?
This is a classic case of feature creep
Programmers (particularly the most talented and creative ones) like to “tweak”systems with added featuresAlthough the added features frequently improve system functionality, the benefitsare generally outweighed by the disadvantages.
The added features may cause conflicts with other parts of the system,particularly in large projects where there are many programmers, each workingon a small part of the system
Even if there is not a conflict with other parts of the system, additional time must be spent downstream to test and document the added features, as well as to tranusers.
Since this additional time was not built into the schedule or budget, this maycause the project to fall behind schedule or to exceed its budget.Conclusion
The project manager should nurture creativity, but insist upon disciplinedadherence to methodology
New features that a stakeholder wants to add should always go through a formalchange management process for approval first, regardless of whether thestakeholder is a system owner, user, design, or builder3. Explain how earned value management helps you monitor project performanceand forecast future cost and schedule information. What do you need to do touse earned value management?
Earned value management (EVM) is a project performance measurementtechnique that integrates scope, time and cost data
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AY0809 October Semester
Able to monitor progress in meeting the planned scope, time, and cost goals bycreating an earned value chart
Able to forecast when the project will be completed and how much it will cost based on performance to dateYou must have:
A baseline
A good WBS
Start and finish estimates for each task
Cost estimates for each task
Information on when tasks actually started and ended
Information on how much the tasks actually cost
Estimates of the earned value of tasks4. Given the following information for a 1-year project, answer the followingquestions. Assume you have actual and earned value data at the end of thesecond month.PV (Planned Value) = $23,000EV (Earned Value) = $20,000AC (Actual Cost) = $25,000BAC (Budget At Completion) = $120,000a. Complete the following table:Item Formula ValueCost VarianceCV = EV - AC $20,000 - $25,000 = -$5,000Schedule VarianceSV = EV - PV $20,000 - $23,000 = -$3,000Cost Performance IndexCPI = EV/AC $20,000/$25,000 = 0.8Schedule Performance IndexSPI = EV/PV $20,000/$23,000 = 0.87 b. How is the project doing? Is it ahead of schedule or behind schedule? Is itunder budget or over budget?The project is behind of schedule (negative SV)It is over budget (negative CV)
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