You are on page 1of 56

Monitoring&Controlling ProcessGroup(part1)

PMBOK4thedition By PMIMENAChapter

Saturday,October30,2010

PMIMenaChapter

Saturday,October30,2010

PMIMenaChapter

Contents
4.4 4.5 5.4 5.5 6.6 7.3 8.3 10.5 11.6 12.3

Monitor&ControlProjectWork PerformIntegratedChangeControl VerifyScope ControlScope ControlSchedule ControlCost PerformQualityControl ReportPerformance Monitor&ControlRisk AdministerProcurement
PMIMenaChapter

Saturday,October30,2010

4IntegrationKnowledgeArea 4.4MonitorandControlProjectWork
4.5PerformIntegratedChangeControl

MonitorandControlProjectWork

Theprocessoftracking,reviewing,andregulatingthe progresstomeettheperformanceobjectivesdefinedin theprojectmanagementplan. Monitoringisperformedthroughouttheproject,anda keyindicatorforprojecthealth. Controlincludesdeterminingcorrectiveorpreventive actionsorreplanningandfollowinguponactionplans todetermineiftheactionstakenresolvedthe performanceissue.


Saturday,October30,2010 PMIMenaChapter

MonitorandControlProjectWork

Monitor&Controlprojectworkprocessisconcerned with:

Comparingactualprojectperformanceagainsttheproject managementplan. AnalyzingandAssessingperformancetodetermine whetheranycorrectiveorpreventiveactionsareindicated. Providingforecaststoupdatecurrentcostandschedule information. Monitoringtheimplementationofapprovedchanges. Monitoringprojectrisk.

Saturday,October30,2010 PMIMenaChapter

MonitorandControlProjectWork

Saturday,October30,2010

PMIMenaChapter

MonitorandControlProjectWork:Inputs

Performancereports

Performancereportscanbeusedtoreportthekey informationincludingbutnotlimitedto:

Currentstatus, Accomplishments, Milestonesstatus, Identifiedissues, Forecasts .

Saturday,October30,2010

PMIMenaChapter

MonitorandControlProjectWork:Inputs

OrganizationalProcessAssets

Organizationcommunicationrequirements, Financialcontrolsprocedures, Issuesanddefectmanagementprocedures, Riskcontrolprocedures, Processmeasurementdatabaseusedtomakeavailable measurementdataonprocessesandproducts, Lessonslearneddatabase.

Saturday,October30,2010

PMIMenaChapter

MonitorandControlProjectWork:Tools&Tech.

ExpertJudgment

Usedbytheprojectmanagementteamtointerpretthe informationprovidedbythemonitorandcontrol processes.

Saturday,October30,2010

PMIMenaChapter

MonitorandControlProjectWork:Outputs

Changerequest

Changeswhichmayexpand,adjust,orreduceprojector productscope, Changescanimpacttheprojectmanagementplan,project documents,orproductdeliverables, Changesmayincludebutarenotlimitedto:


Correctiveaction. Preventiveaction

Saturday,October30,2010

PMIMenaChapter

MonitorandControlProjectWork:Outputs

ProjectManagementPlanUpdatesIncludes

Schedulemanagementplan, Costmanagementplan, Qualitymanagementplan, Scopebaseline, Schedulebaseline,and Costperformancebaseline

Saturday,October30,2010

PMIMenaChapter

Contents
4.4 4.5 5.4 5.5 6.6 7.3 8.3 10.5 11.6 12.3

Monitor&ControlProjectWork PerformIntegratedChangeControl VerifyScope ControlScope ControlSchedule ControlCost PerformQualityControl ReportPerformance Monitor&ControlRisk AdministerProcurement
PMIMenaChapter

Saturday,October30,2010

PerformIntegratedChangeControl

Theprocessof:

Reviewingallchangerequests, Approvingchanges,and Managingchangestothe:


Deliverables, Organizationprocessassets, Projectdocuments,and Projectmanagementplan.

Saturday,October30,2010

PMIMenaChapter

PerformIntegratedChangeControl

Thechangemanagementprocessperformedfrom projectInitiationthroughClosing. ChangeControlisnecessarybecauseprojectsseldom runexactlyaccordingtotheprojectmanagementplan.

Saturday,October30,2010

PMIMenaChapter

PerformIntegratedChangeControl

Theprojectmanagersresponsibilityistomanage changes. Changesdontnecessarilymeannegativeconsequences. Changescanproducepositiveresultsaswell. Justbecauseachangeisrequesteddoesntmeanthatyou havetoimplementit. Alwaysworktodiscoverthereasonsforthechangeand determineiftheyrejustifiable,byknowingthecostof thechange.

Saturday,October30,2010

PMIMenaChapter

PerformIntegratedChangeControl

Thepurposeofthechangemanagementprocessare:
Identifyingthatachangeneedstooccurorhasoccurred. Influencingthefactorsthatcircumventintegratedchange control. Reviewingandapprovingrequestedchanges. Reviewingandapprovingallrecommendedcorrectiveand preventiveactions. Documentingthecompleteimpactofrequestedchanges. Controllingandupdatingtherequirementsbasedupon approvedchanges. Maintainingtheintegrityofbaselinesbyreleasingonly approvedchangesforincorporationintoprojectproducts orservices. Saturday,October30,2010 PMIMenaChapter

PerformIntegratedChangeControl

Saturday,October30,2010

PMIMenaChapter

ChangeControlMeetings

Achangecontrolboardisresponsibleformeetingand reviewingthechangerequestsandapprovingor rejectingthosechangerequests. Therolesandresponsibilitiesofthoseboardsareclearly definedandareagreeduponbyappropriate stakeholders. Allchangecontrolboardsdecisionsaredocumentedand communicatedtothestakeholdersforinformationand followupactions.


Saturday,October30,2010 PMIMenaChapter

ChangeControlSystem

Changecontrolsystemsaredocumentedprocedures thatdescribe:

howtosubmitchangerequests, howtomanagechangerequests,and themanagementimpactsofthechangesastheypertainto projectperformance

Thechangecontrolsystemdefinesthelevelofauthority neededtoapprovechanges.

Saturday,October30,2010

PMIMenaChapter

RequirementsforChange

Therearetwothingsyoushouldrequireatthe beginningofallprojectsregardingchange.

First,Itisrecommendedthatyourequireallchange requeststobesubmittedinwriting.Thisistoclarifythe changeandmakesurenoconfusionexistsregardingwhat isrequested. Second,allchangerequestsmustcomethroughtheformal changecontrolsystem.

Ifyouallowchangestooccurtotheprojectwhenever requested,youwouldprobablynevercompletethe project.

Saturday,October30,2010 PMIMenaChapter

ConfigurationManagement

Configurationmanagementsystemwithintegrated changecontrolprovideastandardized,effective,and efficientprocesstocentrallymanagechangeswithina project. Theconfigurationmanagementinclude:


identifying, documenting,and controllingchangestothebaseline.

Saturday,October30,2010

PMIMenaChapter

ConfigurationManagement

Configurationidentification

Selectionandidentificationofaconfigurationitem providethebasisforwhich:

Productconfigurationisdefinedandverified, Productsanddocumentsarelabeled, Changesaremanaged,and Accountabilityismaintained.

Saturday,October30,2010

PMIMenaChapter

ConfigurationManagement

Configurationverificationandaudit

ensurethecompositionofaprojectsconfigurationitemsis correctandthatcorrespondingchangesare:

registered, assessed, approved, tracked,and correctlyimplemented

Saturday,October30,2010

PMIMenaChapter

ConfigurationManagement

Configurationstatusaccounting

informationisrecordedandreportedastowhen appropriatedataabouttheconfigurationitemshouldbe provided. Thisinformationincludesalistingof:


approvedconfigurationidentification, statusofproposedchangestoconfiguration,and theimplementationstatusofapprovedchanges.

Saturday,October30,2010

PMIMenaChapter

6TimeKnowledgeArea 6.6ControlSchedule

ControlSchedule

Theprocessofmonitoringthestatusoftheprojectto updateprojectprogressandmanagechangestoschedule baseline.


Determiningthecurrentstatusoftheprojectschedule Influencingthefactorsthatcreateschedulechanges Determiningthattheschedulehaschanged Managingtheactualchangeswhenandastheyoccur

Saturday,October30,2010

PMIMenaChapter

ControlSchedule

Saturday,October30,2010

PMIMenaChapter

PerformanceReviews

Performancereviewmeasure,compare,andanalyze scheduleperformancesuchas:

actualstartandfinishdates, %complete,and remainingdurationforworkinprogress.

Animportantpartofschedulecontrolistodecideifthe schedulevariationrequirescorrectiveaction.

Saturday,October30,2010

PMIMenaChapter

VarianceAnalysis

Scheduleperformancemeasurements(SV,SPI)areused toassessthemagnitudeofvariationtotheoriginal baseline. Thetotalfloatvarianceisalsoanessentialplanning componenttoevaluateprojecttimeperformance. Schedulecontrolincludedeterminingthecauseand degreeofvariancerelativetotheschedulebaselineand decidingwhethercorrectiveorpreventiveactionis required.

Saturday,October30,2010

PMIMenaChapter

ProjectManagementPlanUpdates

Schedulebaseline

Changestotheschedulebaselineareincorporatedin responsetoapprovedchangerequestsrelatedtoproject scopechanges,activityresources,oractivityduration estimates. Theschedulemanagementplanmaybeupdatedtoreflect achangeinthewaythescheduleismanaged. Thecostbaselinemaybeupdatedtoreflectchanges causedbycompressionorcrashingtechniques.

PMIMenaChapter

Schedulemanagementplan

Costbaseline

Saturday,October30,2010

7CostKnowledgeArea
7.3ControlCosts

ControlCost

Influencingthefactorsthatcreatechangestothe authorizedcostbaseline. Assuringthatpotentialcostoverrunsdonotexceedthe authorizedfunding. Monitoringcostperformancetodetectvariancesfrom thecostbaseline. Recordingallappropriatechangesaccuratelyagainstthe costbaseline. Preventingincorrect,inappropriate,orunauthorized changes. Informingappropriatestakeholdersofapproved changes.
Saturday,October30,2010 PMIMenaChapter

ControlCost

Saturday,October30,2010

PMIMenaChapter

EarnedValueManagement(EVM)

Amethodofmeasuringprojectperformanceby comparingtheamountofworkplannedwiththat actuallyaccomplished.

Saturday,October30,2010

PMIMenaChapter

EarnedValue(EV)management
Data Element Scheduled Work Earned Value Actual Authorized Work Forecasted Cost Work Variance Cost Variance Completion Variance Term Planned Value Earned Value Actual Cost Budget at Completion Estimate at Completion Schedule Variance Cost Variance Variance at Completion Acronym PV (BCWS) EV (BCWP) AC (ACWP) BAC EAC SV CV VAC

Saturday,October30,2010

PMIMenaChapter

PerformanceMeasurement
Datatoday Cost ETC BAC EAC VAC

AC CV PV SV

EV Time ScheduleSlippage
Saturday,October30,2010 PMIMenaChapter

ScheduleSlippage (atprojectcompletion)

ScheduleVariance

ComparingEVtoPV:

EV,theamountoriginallybudgetedfortheworkthathas beencompletedorisinprocess PV,theamountbudgetedfortheworkthatwasplannedto havebeenaccomplished

SV=EVPV Anegativeresultmeanslessworkhasbeenperformed thanwasplanned

Saturday,October30,2010

PMIMenaChapter

CostVariance

ComparingEVtoAC:

EV:theamountoriginallybudgetedforthework completedorinprocess AC:theactualcostsofthatwork

CV=EVAC AnegativeCVmeansmoredollarswerespentto accomplishtheworkthanwasplanned

Saturday,October30,2010

PMIMenaChapter

Schedule/CostVarianceexample

PV=$42,000 EV=$38,000 AC=$48,000 SV=EVPV =$38,000$42,000=()$4,000 SV%=SV/PV =()$4000/$42,000=()0.095 SV%=()9.5% CV=EVAC =$38,000$48,000=()$10,000 CV%=CV/EV =$10,000/$38,000 =()26%
Saturday,October30,2010 PMIMenaChapter

PerformanceIndex

CostandScheduleperformanceefficiencycalculations; expressedin$

CostPerformanceIndex(CPI)

CPI=EV/AC SPI=EV/PV

SchedulePerformanceIndex(SPI)

Saturday,October30,2010

PMIMenaChapter

CPI/SPIexample

PV=$42,000 EV=$38,000 AC=$48,000 CPI=EV/AC =$38,000/$48,000=0.79 SPI=EV/PV =$38,000/$42,000=0.90

Saturday,October30,2010

PMIMenaChapter

EstimateatCompletion(EAC)

Themanagementsassessmentofthecostoftheproject atcompletion

Aftervarianceanalysis,theestimatedcostatcompletionis determine

AnEACisaforecastofthemostlikelytotalvaluebased onprojectperformanceandriskquantification. EACistheprojectedoranticipatedtotalfinalvaluefora scheduleactivity,WBScomponent,orprojectwhenthe definedworkoftheprojectiscompleted.

Saturday,October30,2010

PMIMenaChapter

EACCalculations

Scenario#1:EACforecastingtechniqueisbasedupon theperformingorganizationprovidinganestimateat completion. EACusinganewestimate.

EACequalstheactualcoststodate(ACC)plusanewETC thatisprovidedbytheperformingorganization. Thisapproachismostoftenusedwhenpastperformance showsthattheoriginalestimatingassumptionswere fundamentallyflawedorthattheyarenolongerrelevant duetoachangeinconditions. Formula:EAC=ACC+ETC


PMIMenaChapter

Saturday,October30,2010

EACCalculations

Scenario#2:themostcommonforecastingtechniques forcalculatingEACusingearnedvaluedataaresome variationof:

EACusingremainingbudget.

EACequalsACCplusthebudgetrequiredtocompletethe remainingwork,whichisthebudgetatcompletion(BAC) minustheearnedvalue(EV). Thisapproachismostoftenusedwhencurrentvariancesare seenasatypicalandtheprojectmanagementteam expectationsarethatsimilarvarianceswillnotoccurinthe future. Formula:EAC=ACC+BACEV

Saturday,October30,2010

PMIMenaChapter

EACCalculations

Scenario#3:EACusingCPIC.

EACequalsactualcoststodate(ACC)plusthebudget requiredtocompletetheremainingprojectwork,whichis theBACminustheEV,modifiedbyaperformancefactor (oftentheCPIC). Thisapproachismostoftenusedwhencurrentvariances areseenastypicaloffuturevariances. Formula:EAC=ACC+((BACEV)/CPIC)

Eachoftheseapproachescanbethecorrectapproachfor anygivenprojectandwillprovidetheproject managementteamwithasignaliftheEACforecastsare notwithinacceptabletolerances.


Saturday,October30,2010 PMIMenaChapter

EarnedValueExample

PV=$3000,EV=$2500,AC=$2800,BAC=$4000 Find:CV,CPI,SV,SPI,EAC,ETC&VAC

Saturday,October30,2010

PMIMenaChapter

EarnedValueExample

CV=EVAC=25002800=300

weareoverbudgetby$300

CPI=EV/AC=2500/2800=0.893

wearegetting89centsoutofeverydollarweputinthe project

SV=EVPV=25003000=500

wearebehindschedule

Saturday,October30,2010

PMIMenaChapter

EarnedValueExample

SPI=EV/PV=2500/3000=0.833

weareonlyprogressingat83%oftherateoftheplanned wearecurrentlyestimatethatthetotalprojectwillcost$ 4479 weneedtospend$1679tofinishtheproject

EAC=BAC/CPI=4000/0.893=4479

ETC=EACAC=44792800=1679

VAC=BACEAC=40004479=479

wearecurrentlyexpecttobe$479overbudget,whenthe projectiscompleted
PMIMenaChapter

Saturday,October30,2010

10CommunicationKnowledgeArea

10.5ReportPerformance

ReportPerformance

Itistheprocessofcollectinganddistributing, performanceinformation,including:

statusreports, statusmeasurements,and forecasts. inputtothisprocessinvolvesresultssuchas;deliverables status,scheduleprogressandcostsincurred. Workperformancemeasurementsgeneratesactivity metricstoevaluatePlannedversusActualschedule/cost/ technicalperformance.


PMIMenaChapter

Workperformanceinformation

Saturday,October30,2010

ReportPerformance

Saturday,October30,2010

PMIMenaChapter

ReportPerformanceToolsandtechniques

VarianceAnalysis

(afterthefactlookatwhatcausedthedifferencebetween thebaselineandtheactualperformance)throughcommon steps;


(1)verifythequalityoftheinformation (2)Determinevariances (3)Determinetheimpactofthevarianceoncostand scheduleandmore.

ForecastingMethods

classifiedas;timeseriesmethods,causaleconometric methods,judgmentalmethods,andothermethods. Suchasstatus/performancereviewmeetings.


PMIMenaChapter

CommunicationMethods

Saturday,October30,2010

PerformanceReportsOutput

Mayhavecommonformatssuchas:

barcharts, Scurves, histograms,and tables.

Varianceanalysis,earnedvalueanalysis,andforecast dataareoftenincluded. Theirformatsrangesfromsimpletomoreelaborate reportssuchas;analysisofpastperformance,summary ofchangesapprovedintheperiod..etc


Saturday,October30,2010 PMIMenaChapter

ThankYou!

Saturday,October30,2010

PMIMenaChapter

ChangeHistory
Ver 1.00 1.10 1.20 Date 20Nov2009 30Nov2009 6Oct.2010 Author Mohamed AbuSen Mohamed AbuSen Reviewe ReasonforChange r Amal Ismail Amal Ismail Amal Initialrelease. QCslidesweremovedtotheQuality Planningpresentations. Dividingcontrollingsessioninto2 parts

Saturday,October30,2010

PMIMenaChapter