© 2008 Prentice Hall12-1 Introduction to Project Management Chapter 12 Managing Project Control and Closure Information Systems Project Management: A Process

© 2008 Prentice Hall 12-1

Introduction to Project Management

Chapter 12Managing Project

Control and Closure

Information Systems Project Management: A Process and Team Approach, 1e Fuller/Valacich/George


Project Control

• The process that allows monitoring and measurement of project progress and directing influence over the plan to account for any discrepancies between planned progress and actual progress


According to PMBOK

• Control processes are used specifically in six project management knowledge areas:

– Integration

– Scope

– Time

– Cost

– Quality

– Risk


Denver International Airport

• Identify the control issues that doomed this project


Philosophy of Project Control• The management style the manager employs in

following the plan and dealing with problems or changes in the plan

• Types:– Dogmatic

• Little or no tolerance for deviation from the original plan

– Laid-back• Allows any changes or problems that arise, attempting to

make numerous changes along the way to allow for the multiple problems and changes

– Pragmatic• A compromise between the dogmatic and laid-back

philosophies that sticks to a plan, but is flexible enough to allow for changes


Philosophy Determinants

• Project size

• Level of value or importance

• Risk

• Number of stakeholders


Levers for Controlling Projects

• Communication– Flow and quality

• Participation– Team member contribution level as well as those of

the stakeholders

• Analysis and action– Project leader’s ability to understand a given situation

and take appropriate action

• Commitment – Buy-in by team members and stakeholders


Project Closure

• Final implementation and training related to the project, getting acceptance and signoff on the project, and archiving the results of the project and lessons learned from it


Importance of Project Closure

• Signifies the official end to the project• Involves:

– System installation – Training for end-users/support staff– Documentation and archiving project– Management methods applied– Lessons learned


Techniques for Managing Project Control

• Standard Operating Procedures

– Activities and reporting methods instituted during the course of the project to monitor its progress and to provide reports for project managers and stakeholders

– Project log• Recordings of project activities

– Progress report template• Communication to stakeholders on project activities

– Monitor and control project work processes


Project Log Example


Progress Report Template Example


Monitor & Control Project Work

• The process of collecting, measuring, and disseminating information related to performance, as well as assessing measurements and trends in order to make any improvements


PMBOK Monitor and Control Project Work Inputs, Tools and

Techniques, and Outputs


Monitor & Control Project Work Processes Inputs

• Project management plan– Defines how the project will be executed, monitored

and controlled, and closed

• Work performance information– Information indicating the status of project activities

yet to be completed

• Rejected change requests– Change requests, supporting documentation, and

rejected justification


Monitor & Control Project Work Processes Techniques

• Project management methodology– The process that helps the project team monitor and control the

work being performed in accordance with the project management plan

• Project management information system– MS Project or similar tools

• Earned value technique– A cost-control technique that provides estimates on the

likelihood the project will meet schedule and budget requirements

• Expert judgment– Recommendations by skilled and experienced personnel related

to monitoring and controlling project work activities


Monitor & Control Project Work Processes Outputs

• Recommended corrective actions– Documented recommendations needed to bring future project

performance into conformance with the project management plan

• Recommended preventive actions– Documented recommendations that minimize the probability of

negative consequences to the project

• Forecasts– Estimates or predictions of conditions or events in the project’s

future

• Recommended defect repair

• Requested changes


Integrated Change Control

• The process of identifying, evaluating, and managing changes that occur from project initiation through project closure


PMBOK Integrated Change Control Inputs, Tools & Techniques, and

Outputs


Integrated Change ControlInputs

• Project management plan


• Work performance information

• Recommended preventive actions

• Recommended corrective actions

• Recommended defect repair

• Deliverables


Integrated Change ControlTools & Techniques

• Project management methodology

• Project management information system

• Expert judgment


Integrated Change ControlOutputs

• Approved change requests– Documented and authorized changes that are scheduled for implementation by

the project team

• Rejected change requests– Requested changes that were not chosen for implementation

• Approved corrective actions– Documented and authorized guidelines necessary to bring future project

performance in conformance with the project management plan

• Approved preventive actions– Actions to reduce the probability of negative consequences to the project due to

identified risks

• Approved defect repair– Approved and authorized actions that are recommended to correct defects in the

project deliverables


Project Control Techniques

1. Scope control

2. Schedule control

3. Cost control

4. Quality control

5. Risk monitoring and control


1. Scope Control

• The process of assuring that only agreed-upon changes are made to the project’s scope


PMBOK Scope Control Inputs, Tools & Techniques, and Outputs


Scope Control ProcessInputs

• Scope statement– Defines the current boundaries of the project

• Work breakdown structure– Project divided into work packages

• WBS dictionary– Work package content defined

• Scope management plan– Document that describes how the project scope is

defined, documented, verified, managed, and controlled during the project life cycle


Scope Control ProcessInputs (cont.)

• Performance reports– Describe what the project team has accomplished so

far in terms of the deliverables that have been completed

• Approved change requests– Agreed-upon modification to the project scope

baseline

• Work performance information– Indication of the status of the different activities

required to complete the project


Scope Control ProcessTools & Techniques

• Scope change control system– Formal, documented process that describes the procedures for

changing the project scope and product scope

• Scope variance analysis– Identifying the cause of variance relative to the project baseline

and determining whether any corrective action is needed

• Scope reporting system– Process of periodically ascertaining and documenting the status

of cost, schedule, and technical (quality) performance

• Configuration management system– Guidelines that ensure that the requested changes to the project

and product scope are thoroughly considered and documented before being implemented


Scope Control ProcessOutputs

• Updates to project scope statement

• Updates to WBS

• Updates to WBS dictionary

• Updates to scope baseline


• Recommended corrective action

• Updates to organizational process assets

• Updates to project management plan


2. Schedule Control

• The process of setting procedures and rules in place for controlling changes to the project schedule


PMBOK Schedule Control Inputs, Tools & Techniques, and Outputs


Schedule ControlInputs

• Schedule management plan– Specifies how the project schedule will be managed and

controlled

• Schedule baseline– Used to measure and report schedule performance

• Performance reports– Describe what the project team has accomplished so far in terms

of the planned dates that have been met and those that have not

• Approved change requests– Agreed upon modification to the agreed upon schedule baseline


Schedule ControlTools & Techniques

• Progress reporting

• Schedule change control system

• Performance measurement

• Project management software

• Variance analysis

• Schedule comparison bar charts


Schedule ControlTools & Techniques

• Progress reporting– Documenting what the project team has

accomplished during a certain period of time

• Schedule change control system– Process for evaluating and implementing potential

schedule changes, including change approval authorization hierarchies

• Performance measurement– Determine the magnitude and criticality of schedule

variations


Schedule ControlTools & Techniques (cont.)

• Project management software– Tracks project schedules or forecast the effects of

variations in activity completion dates

• Variance analysis– Evaluate potential and/or actual variance on the

project schedule

• Schedule comparison bar charts– Displays the status of an activity based on the

schedule baseline and the current status of the same activity


Schedule Comparison Bar Chart


Schedule ControlOutputs

• Schedule updates

• Performance measures– Stakeholders informed


• Recommended corrective actions– Procedures initiated to address schedule performance

problems


Schedule ControlOutputs (cont.)

• Updates to organizational process assets– Causes of variance documented; justification for

correction action; lessons learned

• Updates to activity list

• Updates to activity attributes

• Updates to project management plan– Project schedule is brought up-to-date to reflect

approved schedule changes


3. Cost Control

• The process of ensuring that only appropriate changes are included in the modified cost baseline


PMBOK Cost Control Inputs, Tools & Techniques, and Outputs


Cost ControlInputs

• Cost baseline– Time-phased budget that is used to measure and monitor cost

performance

• Project funding requirements

• Performance reports– Provides information related to cost and resource performance

as the project is executed

• Work performance information– Status and cost of the different activities required to complete

the project

• Approved change requests

• Project management plan


Project Funding

• Estimates can be:

– Top-down: spending limit is set by senior management

– Bottom-up: costs are totaled for each project activity which provides the estimated total cost of the project


Cost ControlTools & Techniques

• Cost control change system– the procedures by which changes can be made to the cost

baseline just as the schedule change control system is used to provide procedures for making changes to the schedule

• Performance measurement analysis– Assesses the magnitude of any variance occurring during

project execution (e.g. EVM)

• Forecasting– Estimates or predictions of conditions or events in the project’s

future that are determined from information and knowledge available at the time of the forecast


Cost ControlTools & Techniques (cont.)

• Project performance review– Assessment cost performance over time, the activities that are

running over or under budget, and milestones that have been met and those that remain to be met

• Project management software– Assists project team in monitoring planned performance against

the actual performance and to forecast the effects of any changes on the planned project cost

• Variance management– Specifies how changes to the cost baseline will be managed


Cost ControlOutputs

• Updates to cost estimates

• Updates to cost baseline

• Performance measurements– Reported to key stakeholders

• Forecasted completion



Cost ControlOutputs (cont.)

• Recommended corrective actions

• Organizational process assets updates– Causes of variances identified; justification for

corrective action; and lessons learned

• Updates to project management plan


Earned Value Management(EVM)

• Variance analysis technique that tracks the physical accomplishment of work. EVM can measure technical performance (i.e., accomplishment of planned work - scope), schedule performance (i.e., behind/ahead of schedule - time), and cost performance (i.e., under/over budget - cost)


EVM Known's

• Planned value (PV)How much work you planned or budgeted to have

accomplished (in dollars) by now or at a given point of time

• Actual cost (AC)How much you have actually spent by now (in dollars)


EVM Formulas• Earned value (EV)

The value in terms of your baseline budget of the work accomplished by now (in dollars)

EV = (PV x % completed)

• Cost variance (CV) The difference between Earned Value and your spending (AC) CV = EV – AC

• Schedule variance (SV) The difference between Earned Value and your plan (PV) SV = EV – PV

• Cost performance index (CPI) The ratio of Earned Value to cost (AC) CPI = (EV / AC) x 100

• Schedule performance index The ratio of Earned Value to plan (PV) SPI = (EV / AC) x 100


Two Additional Formulas

• What will be the final cost of the project if status quo is maintained? Estimated cost at completion (EAC) EAC = the original cost estimate for the project, called the

Budget-at-Completion (BAC), divided by the Cost Performance Index

EAC = (BAC / CPI)

• What is the estimated time to complete the project if status quo is maintained? Estimated time to completion (ETC) ETC = the original time estimate for the project divided by

Schedule performance index (SPI) ETC = (original time estimate / SPI)


EVM IllustrationActivity A Week 1 Week 2

Earned Value (EV) 10,000 10,000

Planned Value (PV) 10,000 10,000

Actual Cost (AC) 12,000 8,000

Cost Variance (CV) -2,000 2,000

Schedule Variance (SV)

0 0

Cost Performance Index (CPI)

83% 125%

Schedule Performance Index (SPI)

100% 100%


4. Quality Control

• The process of screening the project results to determine whether they conform to relevant quality standards and identifying means to eliminate causes of unsatisfactory results


PMBOK Perform Quality Control Inputs, Tools & Techniques, and

Outputs


Quality ControlInputs

• Quality management plan– specifies how quality measures will be implemented

during a project

• Quality metrics– Defines specific processes, events, or products, and

include an explanation of how they will be measured in terms of quality

• Quality checklists– Documentation that ensures a specific set of actions

necessary for quality control has been correctly performed


Quality ControlInputs (cont.)

• Organizational process assets– Lessons learned from previous projects

• Work performance information– Technical performance measures, project

deliverables completion status, and the implementation of the required corrective actions

• Approved change requests– An agreed upon modification of the quality

management plan

• Deliverables– Any unique and verifiable product of a process that is

defined in the project management plan


Quality ControlTools & Techniques

• Cause-and-effect diagrams

• Control charts

• Flowcharts

• Histograms

• Pareto charts

• Run charts

• Scatter diagrams

• Statistical sampling

• Inspection

• Defect repair review

See Chapter 8 for Review


Quality ControlOutputs

• Quality control measurements– Results of the quality control process activities used in the quality

assurance process for a reevaluation of the quality standards

• Validated defect repair– Re-inspection of repaired items to determine whether they can be

accepted or rejected based on established project quality standards

• Updates to quality baseline– Quality baseline is updated to reflect any changes

• Recommended corrective actions– Documented and authorized guidelines necessary to bring the quality of

project deliverables in conformance to the standards

• Recommended preventive actions– Actions to reduce the probability of nonconformance to the standards


Quality ControlOutputs (cont.)

• Requested changes– Change requests triggered by quality control processes

• Recommended defect repair– Defects in project deliverables are identified and recommended for

repair

• Updates to organization process assets– The causes of variances, the justification for any corrective action, and

any lessons learned during the perform quality control process are added to the historical database

• Validated deliverables– Quality of the project deliverables is compared to set standards with

those that conform to the standards being accepted

• Updates to project management plan– Additions to reflect the approved changes to the quality management

plan resulting from the perform quality control process


5. Risk Monitoring and Control

• The process of identifying, analyzing, and planning for new risks, keeping track of identified risks, reanalyzing existing risks, monitoring trigger conditions for contingency plans, monitoring residual risks, and reviewing the execution of risk responses


PMBOK Risk Monitoring and Control Inputs, Tools &

Techniques, and Outputs


Risk Monitoring and ControlInputs

• Risk management plan– Information pertaining to assignment of people, including the risk

owners, time, and other resources to project risk management

• Risk register– Identifies risks and risk owners, agreed-upon risk responses, specific

implementation actions, warning signs of risk, residual and secondary risks, and the time and cost contingency reserves

• Approved change requests– Modification to risk management plan

• Work performance information– Project deliverable status, corrective actions, and performance reports

• Performance reports– Documented work performance information that may influence risk

management processes


Risk Monitoring and ControlTools & Techniques

• Risk reassessment– Periodic reviews to identify new or changing risks

• Risk audits– Evaluates effectiveness of risk strategies as well as risk owners

• Variance and trend analysis– Identifies deviations from the baseline plan

• Technical performance measurement– Metrics used to measure goals associated with specific project

milestone

• Reserve analysis– Comparison of the amount of contingency reserves remaining to the

amount of risk remaining at any time in the project

• Status meetings– Inclusion of risk management discussions during project team meetings


Risk Monitoring and ControlOutputs

• Updates to risk register– Outcomes of risk assessments, risk audits, and periodic risk reviews added to

risk register

• Requested changes– Requested modifications to risk management plan

• Recommended corrective actions– Contingency and workaround plans for emerging risks

• Recommended preventive actions– Actions to bring project into compliance with project plan

• Updates to organizational process assets– Causes of variances, justification for corrective actions and lessons learned are

added to historical database

• Updates to project management plan– Project management plan is updated to reflect approved changes related to risk

management


Project Closure

1. End report– Document that contains a record of the project management

techniques employed over the course of the project, surveys, and outstanding items that still need to be resolved

2. Post-implementation review– Document that is usually completed 6 to 12 months after

implementation as a check on whether the outcomes of the project were as expected, whether ongoing costs are as expected, and whether implementing the product yields net benefits

3. Handover– Completed project is delivered to the client and personnel are

trained on the new system


End Report


Post Implementation Review TOC


Lessons Learned Template


Lessons Learned Template (cont.)


Questions?

Documents

© 2008 Prentice Hall12-1 Introduction to Project Management Chapter 12 Managing Project Control and Closure Information Systems Project Management: A Process