TOPIC 6

PROJECT TRACKING CIVE 4406

 TOPIC OUTLINE

1 • Project control system

2 • Coding system for reporting

3 • Control schedules for time and cost

4 • Percent complete matrix method

5 • Progress measurement, trend analysis and forecasting

 PROJECT CONTROL SYSTEM

Staffing and
Directing or
Planning Organising Provisioning Controlling
Leading
Resources

Quality and quantity of work, cost and

project schedule

Project task, cost and schedules for project is used
as a benchmark and check-points that are
necessary for comparing actual accomplishments to
planned accomplishments, so that the project could
be measured, evaluated and controlled.
Project control: the objective is to measure the
actual values of the variable and determine if the
project is meeting the targeted work plan and to
make any necessary adjustment to meet project
objectives.
WHAT ARE PROJECT CONTROLS?

 Involves data gathering, management

 and analytical processes used to predict,
understand and constructively influence of time
 and cost outcomes of a project, through the
communication of information
 in formats that assist effective management and
decision making.
 WHY WE NEED PROJECT CONTROL
SYSTEM?

The important of control system: is to allow project manager to develop the project
information routinely collected, verified, evaluated and communicated to all
participants in a project. (progress meeting (weekly/monthly) and….

To ensure the project meeting project objectives within its time and budget.

Monitoring
Communication Meetings Reviews Record Keeping
control
 WHY WE NEED PROJECT CONTROL SYSTEM?

o Among the system for

controlling:
WBS: the smallest unit called
work package that defines the
work in sufficient detail.
So that it can be measured,
budgeted, schedule and
controlled.
CPM: used to develop the
overall project schedule
from the WBS by
integrating and sequencing
the work.
 CODING SYSTEM

CODING SYSTEM: is a systematic classification and categorization of all items

of work or cost pertaining to a specific project.

PURPOSE: to identifies each component of a project to allow the sorting

information in order to produce variety of a reports for project monitoring and
control.

• Coding system: used a code number which to be assigned to each work item
that identifies variety of information.
• For example: work phase, type of work, responsible person.
WBS CODING

4–9
 CONTROL SCHEDULE FOR TIME AND
COST

CPM is a network diagram that provide sequencing of activities that

represents the work package by the WBS.
The expected time and cost is required to perform the activities from
the WBS.The cost and time is directly from the WBS.
Hence, the measure the project, the actual cost and durations are
compared with these control cost and time.
APPORTION METHOD OF ALLOC ATING
PROJECT COSTS USING THE WORK
BREAKDOWN STRUCTURE

FIGURE 5.1
5–12
 ADVANTAGES OF NETWORK
DIAGRAMS

• Shows activity relationships at a glance;

• Highlight potentially critical activities;
• Minimizes the possibility of omitting items;
• Show the effect of delays on the following
activities;
• Generates an understanding of the nature of
dependencies.
 BAR CHART (GANTT CHART)

• Bar Charting (Gantt Chart) are still the most common form of
scheduling and the most widely used.
• The chart shows activities represented by horizontal bars drawn to a
common time scale showing a sequence for all the operations within
the contract.
• Use for:
 For relative simple project;
 For short term and weekly programming for which they are ideal;
 For communication;
 For showing hierarchies of summary schedules up and down the WBS;
 To provide graphic medium on which milestones can be entered.
 ADVANTAGES OF BAR CHART:

• Simple;
• Easy to prepare, understand and interpret by all
levels of personnel;
• Excellent for showing progress and delays;
• Resources and Cash flow can be easily abstracted
and presented against the programmed.
 DISADVANTAGES OF BAR CHART

• Difficult to show dependencies between items which are

critical;
• Need to supplemented with dependency diagrams when
used on complicated projects;
• Operations can be easily omitted by mistake;
• Need frequent updating as project progresses.
 PERCENT COMPLETE MATRIC METHOD

Use as a way to determine the overall status of a project. It can be used for any size
of project.

Only requires a amount information that readily available in the work package.

The status of project could be measured as any one of three variables: cost, work-
hours or physical quantity of work.

To do % complete matrix method, it requires: estimated cost and % work complete.

Estimated cost
vs actual cost

Planned work vs
actual work
 PROGRESS MEASUREMENT

Project is divided into phases, which contain deliverables.

There will be activities and task that need to be done for achieving the deliverables
and completion of each phase.
Hence, there are several methods that can be used for measuring the progress:

It used to determine the % of a single activity by using units completed, incremental

milestone, start/finish %.
 • The Units Completed method may be suitable for writing specifications, provided that
each part of the specifications can be considered as having equal effort of work.
UNITS
COMPLETED • The measurement of work can be determined as a percentage that is calculated by
dividing the number of specifications completed by the total number of specifications
that are to be produced.

100%

100%

5–25
FIGURE 5.1
 • Is applicable to any control account that includes subtasks that must be handled in
sequence.
• The task is segmented into subtasks and each is assigned an increment of progress
for the entire task.
Incremental
milestone • Completing a subtask is the achievement of a milestone.
• The milestone percentage is normally based, on the number of work-hours
required
 The start/finish % only applicable to those activities that lack readable definable
START/FINISH milestones, or the effort and time required is difficult to estimates.
(Budget at completion BAC) (Budgeted Cost for Work Performed BCWP)
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