PROJECT CONTROL

Project Control Defined

Types of Control Systems

Need for Balance in Control Systems

Control of Creative Efforts

Changes and Change Control

11-1

Project Control Defined

CONTROL: The act of reducing the

difference between plan and reality

The last element in the planimplement-monitor-control cycle

Uses the information from the
monitoring process to get and keep a
project on track

11-2

Control Can Be
Complicated

Performance, cost, and schedule

issues all have a human element
Symptoms are obvious, but root
causes never are

Messes vs. problems

Hard to separate random events

from systemic difficulties
11-3

Two Fundamental Purposes

of Project Control

Regulate project results through

alteration of activities
Efficiently use and protect
organizational assets

11-4

Asset Conservation Has

Three Aspects

Physical Assets

Human Resources

Maintenance, inventories, security

protection
Managing acquisition, development and
performance of people

Financial Resources

Budgets, audits, financial ratio analyses

The concept of due diligence
11-5

Purpose of Control

To make the actual meet the plan

The Process

1.
2.
3.
4.
5.

Identify key performance areas

Set standards
Measure performance
Compare
Take corrective action
11-6

Three Types of Controls

Cybernetic controls

Go-no go controls

Key feature: automatic operation

Most common project control
Test that predetermined specifications have
been met

Post controls

After the fact

11-7

A Cybernetic Control
System, Figure 11-1

11-8

Typical Paths for

Correction of Deviation,
Figure 11-2

11-9

A 2 -Order Feedback
System, Figure 11-3
nd

11-10

A 3 -Order Feedback
System, Figure 11-4
rd

11-11

More on Go-No Go
Controls

Based on project plans, budgets,

schedules
Can be periodic or milestone-driven

Both are essential

Phase-gated criteria are hurdles that

must be passed to go to next project
stage

Common terms: exit criteria, milestone

decisions, system maturity models
11-12

Components of Post
Control Process

Benefits future projects more than

the present one

See Project Auditing in Chapter 12

Four parts

Project objectives
Milestones, checkpoints, budgets
Final report on project results
Recommendations
11-13

Some Desirable Control

System Features

Flexible, able to adapt to

unforeseen events
Cost effective (control value >
control cost)
Useful and ethical
Accurate, precise, timely
Simple and maintainable
Fully documented
11-14

Effective Control Systems

Must be Balanced

Balance means

Measuring both tangibles and

intangibles
Looking at both long-term and short
Keeping flexibility in the system
Addressing human factors
Focusing on correction, not punishment
Optimizing control, not maximizing it
11-15

A Question of Balance
Too little control?
Too much control?

Control

$
C

Mistakes

Amount of Control

11-16

Control of Creative
Activities

Controlling knowledge work is

difficult
Three tools

Progress reviews
Reassigning people
Control of resource inputs

11-17

Controlling Changes and

Scope Creep

Changes can drive higher costs

and stretched out schedules
So controlling them is an essential
project management task

A formal change system is a must for

project control

11-18

Five Principles of a Formal

Change Program

All contracts specify formal change

process
All changes require formal change
order
All change orders approved in writing
by client and project organization
Project manager is always consulted
The approved change order becomes
part of the master plan
11-19

Changes and Change

Control

Remember the last step of the

control process: Take corrective
action, so that the actual matches
the plan

Two Types: Business and Technical

Changes
11-20

Business Changes

Business-related
Driven by such things as:
Spec relief
Deliverables changes
Funding shifts
Schedule changes
Acts of God
Subcontractor changes
11-21

Technical Changes

Technological issues, such as:

New technologies
Laws of physics
Competitor response
Changes in client
requirements (real or political)

11-22