IS333

Project Management
Control Systems & Project
Closeout

Week 04 – Lecture 03
Last Session

 Any questions from the last lectures?

 Any questions from the last or about the next tutorials?

 Any questions from the last or about next practical labs?

 Any questions about the Mid Semester Test?

 Any questions about the Assignment?

 …

 Any questions about the course in general ….

Slide 2 of 00
Learning Objectives

6.Demonstrate how control systems and configuration

management relate to scope development.

7.Discuss why effective scope management includes

a project closeout stage.

8.Understand how project practices can support

the critical goal of sustainability.
 Control Systems

How control systems and configuration management relate

to scope development?
• A question we might ask is: “How does a project become
one year late?”
• The answer is: “One day at a time.”
• When we are not paying close attention to a project’s
development, anything can (and usually does) happen.
• Project control is a key element in scope management.
• Control systems are vital to ensure that any changes to
the project baseline are conducted in a systematic and
thorough manner.
Types of Control Systems
• Configuration control (monitor emerging scope
against the original)
• Design control (monitoring scope during the
phase design
• Trend
resources against the(estimated
monitoring original) costs, schedule and
• Document control (anything contracted or legal
documented
is and disseminated
• Acquisition control (equipment, services, materials)
• Specification control (changed only with authorisation)
Configuration Management
Configuration management is defined as:
 A collection of formal documented procedures used to apply
technical and administrative direction and surveillance to:
 identify and document the functional and
physical characteristics of a product, result, service, or
component;
 control any changes to such characteristics; record
and report each change and its implementation status;
 and support the audit of the products, results,
components
or to verify conformance to requirements.
 Baseline is defined as:
 The project ’ s scope fixed at a specific point in time—
for example, the project’s scheduled start date.
 Need for Configuration Management …

Project changes/specification adjustments - several reasons:

1. Initial planning errors, either technological or
human.
(impossible to account all problems/technical roadblocks).
2. Additional knowledge of project or environmental
conditions. (specific features of the project or the business,
economic, or natural environment require mid-course changes
to the scope.
3. Uncontrollable mandates. (events occur outside the control
of the project team and must be factored into the project as it
moves forward, for example: government regulations)
4. Client requests. (Situations in which a project’s clients, as the
project evolves, attempt to address new needs with significant
alterations are very common)
 Four Stages in Configuration Management

1. Configuration identification – WBS can identify what needs

to change and at what level.
2. Configuration review – once changes identified, meet with
the other project stakeholders to make sure that all parties
agree with the current project definition and the component
specifications.
3. Configuration control – if all stakeholders agree to the
specifications, the project steps can be refined further to take
the project down to the most basic level of activities or project
deliverables. IF there is disagreement, then cycle back via
scope
4. Status accounting – Memory of the current project
configurations, as well as previous
ones, should be
maintained. In case of future disputes.
 Project Closeout

• When planning for a project, we should be planning for the

project’s conclusion.

• The project closeout step requires project managers to

consider the types of records and reports they and their
clients will require at the completion of the project.

• The earlier in the scope development process that these

decisions are made, the more useful the information
collected over the project’s development can be.
 Project Closeout – Why Is It Important?

Closeout information can be important:

• (1) in the case of contractual disputes after the project has

been completed, since the more thorough the project
records, the less likely it is that the organization will be
held liable for alleged violations;

• (2) as a useful training tool for post-project analysis of

either successes or failures; and

• (3) to facilitate project auditing tasks by showing the flow

of expenses in and out of various project accounts.
 Project Closeout Documentation

• Historical records, or project documentation that can be

used to predict trends, analyze feasibility, and highlight
problem areas for similar future projects.

• Post-project analysis, which follows a formal reporting

structure, including analysis and documentation of the
project’s performance in terms of cost, schedule
adherence, and technical specification performance.

• Financial closeout, or the accounting analysis of how

funds were dispersed on the project.

• One of the most important lessons for successful project

managers is to “start with the end in mind.”
 Project Management and Sustainability

Sustainable development Figure 5.12 The Triple Bottom

involves efforts to promote Line of Sustainability
harmony among human
beings and between
humanity and nature.
Sustainability involves
efforts to promote the triple
bottom line of social
sustainability, environmental
sustainability, and
economic sustainability.
Sustainability Concepts
Sustainability is about:
– Harmonizing the triple bottom line (no effect on the other)
– Integrating short-term and long-term (balance it up)
– Consuming income, not capital (exploitation)
– Including local and global perspectives (impact of the project)
– Values and ethics (PMI Code of Ethics)
– Transparency and accountability
– Stakeholder participation (community as well)
– Risk reduction (social, environmental, other stakeholders)
– Waste elimination (abandoned projects waste everything)
Sustainable Project Management Practices

Project management sustainable practices include:

• Engaging in sustainable projects that will not cause harm
to the planet or its inhabitants
• Employing sustainable practices while undertaking
the projects themselves
• Developing sustainable supplier practices
• Emphasizing sustainability in project design

Sustainable project management practices require

organizations to pay attention to all aspects of the project
life cycle from conceptualization through termination.
Sustainability: Project Life Cycle - Conceptualisation
Sustainability: Project Life Cycle - Planning
Sustainability: Project Life Cycle - Execution
Sustainability: Project Life Cycle - Termination
References:
1. Pinto, J. (2019). Project Management: Achieving Competitive
Advantage, 5th Edition

2. Image Source: Google Images …