Project Management Certificate
Program
Validate Project Controls
Module 10
Supplemental Slides
1
Project Management Process Groups
Knowledge
Areas
4. Project
Integration
Management
Initiating
4.1 Develop
Charter
Planning
4.2 Develop Project
Management Plan
Executing
4.3 Direct and Manage
Project Execution
Monitoring and
Controlling
4.4 Monitor and Control
Project Work
4.5 Integrated Change Control
5. Project Scope
Management
5.1 Collect Requirements
5.2 Define Scope
5.3 Create WBS
5.4 Verify Scope
5.5 Control Scope
6. Project Time
Management
6.1 Define Activities
6.2 Sequence Activities
6.2 Estimate Activity Resources
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
7. Project Cost
Management
7.1 Estimate Costs
7.2 Determine Budget
7.3 Control Costs
8. Project
Quality
Management
8.1 Plan Quality
9. Project
Human
Resource
Management
10. Project
Communications
Management
11. Project Risk
Management
12. Project
Procurement
Management
9.1 Develop Human Resource
10.1 Identify
Stakeholders
10.2 Plan Communications
8.2 Perform Quality
Assurance
4.6 Close Project or
Phases
8.3 Perform Quality Control
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10.3 Distribute Information
10.4 Manage Stakeholder
Expectations
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.5Plan Risk Responses
12.1 Plan Procurement
Closing
10.5 Report Performance
11.6 Monitor and Control Risks
12.2 Conduct Procurement
12.3 Administer Procurement
12.4 Close
Procurement
Initiating
Process
Planning
Process
• Definition:
Major Changes
Executing
Ensuring project
Process
objectives are met:
– by monitoring and
measuring progress
Monitoring and
Controlling
Process
Minor Changes
regularly
– to identify and evaluate
variances from plan
– so corrective action can
be taken as necessary
Closing
Process
Project Managers:


Have the primary
responsibility for
integration
Put all the pieces of a
project together as a
“cohesive whole”
4
PMs Must Manage
The Triple Constraint
Customer Satisfaction
(Meeting Their Requirements)
5
Project Management Plan
serves as a baseline!
Performance measurement for:
 Schedule
 Scope
 WBS, scope statement, WBS dictionary
Cost
 Quality
 To measure and control the project.

6
Direct and Manage the
Project Execution
Bulk of work/time/budget expended
here
 Team follows process to coordinate
and direct technical and organizational
interfaces
 Measurement (Performance vs.
baseline & Corrective &
preventative actions taken)
 Periodic forecasts (cost and schedule)

7
Monitor and Control Project Work (4.4)
Monitoring and controlling the processes used to initiate,
plan, execute, and close a project to meet the performance
objectives.
Inputs
Tools and
Techniques
Outputs
Project
management plan
Project management
methodology
Recommended
corrective actions
Work performance Project management
information
information system
Recommended
preventive actions
Rejected change
requests
Earned value
technique
Forecasts
Expert judgment
Recommended
defect repair
Requested
changes
8
Monitor and Control
Project Work
Control function that is done from project
initiating through project closing.
 Results are recommended changes to the
project.
 Corrective actions
 Preventive actions
 Defect repair
 Need to be evaluated and approved or
rejected in integrated change control.

9
Integrated Change Control (4.5)
Reviewing all change requests, approving changes, and
controlling changes to the deliverables and organizational
process assets.
Inputs
Tools and
Techniques
Outputs
Project management plan
Project management methodology
Approved change requests
Requested changes
Project management information
system
Rejected change requests
Work performance information
Expert judgment
Project management plan
(updates)
Recommended preventive actions
Project scope statement (updates)
Recommended corrective actions
Approved corrective action
Recommended defect repair
Approved preventive actions
Deliverables
Approved defect repair
Validate defect repair
Deliverables
10
Integrated Change Control
Project Managers Must:

Influence the factors that affect change (Try
to prevent changes….)

Ensure that the change is beneficial.

Determine that a change has occurred.

Determine that the change is needed.

Look for alternatives to changes.

Notify stakeholders affected by the change.

Monitor/Manage changes as they occur.
11
Implement Corrective Action
Any action taken to bring expected future
project performance in line with the
project plan.
 Focused attention on:
 Performance measurement baselines.
 Metrics created in planning.
 Realistic Project Plan to measure against.
 Continued measurement throughout.
 Ability to know the project is off track.
 Ability to find the root cause of the deviation.
 Evaluate the effectiveness of corrective action.
 Create a change request.
12
Preventive Action
Anticipated or possible deviation
from the performance baseline.
 Action to prevent the same problem
from occurring again.
 Changing a resource due to failure to
meet acceptance criteria.
 Training for the team
 Create a recommended
change request.
13
Defect Repair
Rework necessary when a component
of the project does not meet its
specifications.
 Discovered during the quality
management processes.
 Create a recommended change
request.

14
When Change Occurs








Law/Rules
Goals/Objectives
Specs
People
Money
Technology
Time
Assumptions
15
Integrated Change Control…
Project Managers Must:
Evaluate impact of change on
the project
Discuss alternatives with the team
prior to meeting with
Senior management /
making any changes
16
Change Control Board
(PMBOK 4.3.2.1)
“A group of people from the
organization that is formed to
approve or reject the
change.”
17
Change Control Process
1. Screen the change requests
a. Send a request-for-change form to
the PM
b. PM assesses the consequences of
the requested change
– May be done by the Change
Control Board (CCB)
c. If request does not affect objectives,
deadlines, or resources, the PM can
accept it. Otherwise, a higher level
of management (CCB) should
approve.
18
Change Control Process
2. Keep track of change decisions
a. Keep a file of accepted and
rejected changes
b. Update specifications
3. Update the development process
a. Update appropriate baselines in
project plan
b. Inform stakeholders of changes
19
Scope Management Plan
Includes the processes required to endure that
the project includes all the work and only the
work required to complete the project
successful.
Managing the scope is primarily concerned with
defining and controlling what is and what is
not in the project.
•
•
•
•
•
Collect Requirements
Define Scope
Create WBS
Verify Scope
Control Scope
20
Control Scope(5.5)
Controlling changes to the project scope.
Inputs
Tools and
Techniques
Outputs
Project
Management Plan
Variance analysis
Work performance
measurements
Work performance
information
Organizational process assets
(updates)
Requirement
documentation
Change Requests
Requirements
traceability matrix
Project management plan
(updates)
Organizational
process assets
Project document updates
21
Scope Change Control
(5.5.3, Outputs)

Scope changes (adjustments to cost,
time, quality, etc; recorded in all
documents)

Corrective action (get back in line with
the project plan)

Lessons learned (causes of variances,
reasoning of, corrective action chosen)

Adjusted baseline
22
Schedule Management Plan
Includes the processes required to manage
timely completion of the project.
The Schedule Management Plan documents
how the project schedule is developed,
managed and measured during the project.
•
•
•
•
•
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Control Schedule
23
Control Schedule
(6.6)
Controlling changes to the project schedule.
Inputs
Tools and Techniques
Outputs
Project Management
Plan
Performance reviews
Work performance measurements
Project Schedule
Variance analysis
Organizational process assets
(updates)
Work performance
information
Project management software
Change requests
Organizational process
assets
Resource leveling
Project management plan (updates)
What if scenarios analysis
Project document updates
Schedule comparison
Scheduling tools
24
Schedule Control
Influencing the factors which cause
schedule change
 Determining that the schedule has
changed
 Managing changes as they occur
 Schedules must be monitored and
adjusted throughout the project life
cycle via a formal change control
process

25
Schedule Changes




26
Integrated with overall project
change control process
Change requests should be approved
in writing
Change Control Board may be
required
Changes must be communicated
Variance and Schedule Control

Schedule baseline


Schedule variance


Mathematical examination of the schedule
Earned Value

27
Original plus or minus approved changes
Mathematical expression of the schedule
status
Schedule Variance




Indicates status of schedule against
the baseline
Variance = plan – actual
Can be positive or negative
Earned value formulas
Positive is good
 Negative is bad
 BCWS and BCWP

28
Cost Management Plan
Includes the processes involved in estimating,
budgeting and controlling costs so that the
project can be completed within the
approved budget.
The Cost Management Plan includes:
•
•
•
•
•
•
•
Precision level to be used
Unit of measures
Control Thresholds
Change Control procedures
Earned value rules for performance reporting
Reporting formats
Process descriptions
29
Control Cost
Inputs
(7.3)
Tools/Techniques
Outputs
Project Management Plan
Earned value management
Work performance
measurement
Project funding
requirements
Forecasting
Budget forecasts
Work Performance
Information
To-Complete Performance Index
(TCPI)
Organizational
Process assets
(updates)
Organizational process
assets
Performance Reviews
Change requests
Variance analysis
Project Mgmt Plan
(updates)
Project Management Software
Project document
(updates)
30
Cost Control

“An important part of cost control
is to determine the cause of a
variance, the magnitude of the
variance, and to decide if the
variance requires corrective
action.”
31
Cost Control
Major Activities
32

Influence the factors which create
changes to the cost baseline
(being proactive).

Determine that the cost baseline
has changed.

Managing the actual changes
when and as they occur.
Tools and Techniques for
changes that may occur
Defines procedures by which the cost baseline
may be changed
Tracking systems, and approval levels
necessary for authorizing changes
Integrated with the Integrated change control
system
33
Quality Management Plan
Includes the processes and activities to
determine quality policies, objectives and
responsibilities so that the project will
satisfy the needs for which it was
undertaken.
The Quality Management Plan includes:
• Plan Quality
• Perform Quality Assurance
• Perform Quality Control
34
Perform Quality Control (8.3)
Process of monitoring and recording results of executing the
quality activities to assess performance and recommend
necessary changes.
Inputs
Tools/Techniques
Outputs
Project Management Plan
Cause and effect
diagrams
Quality control
measurements
Quality Metrics
Control Charts
Flowcharting
Validate changes
Quality checklists
Histogram
Pareto Chart
Validate deliverables
Work performance measurements
Run Chart
Scatter diagram
Organizational
process assets
updates
Approved change requests
Statistical sampling
Change requests
Deliverables
Inspection
Project Management
Plan updates
Organizational Process Assets
Approved change
requests review
Project document
updates
35
Quality Control
“The process of monitoring and recording
project results of executing the quality
activities to assess performance and
recommend necessary changes.”
Goal is to prevention ( keeping
errors out of the process) and
inspection (keeping errors out of
the hands of the customer).
36
Capturing Quality Metrics
• Checklists, Datasheets
•
•
•
•
Histograms
Pareto diagram
Scatter diagrams
Trend analysis
Used For Capturing and Organizing
Quality Control Data
37
Control Quality
Select what to control
Establish the quality measurement
methods
Compare actual vs. planned
Provide an action plan for
non-conforming processes
Include detailed, standard
documentation





38
Risk Management Plan
Includes the processes of conducting risk
management planning, identification,
analysis, response planning and monitoring
and controlling risks on a project.
The Project Risk Management includes:
•
•
•
•
•
•
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor and Control Risks
39
Monitor And Control Risks
(11.6)
Process of implementing risk response plans, tracking identified risks,
risk monitoring residual risk, identifying new risk, and evaluating risk
process effectiveness throughout the project life cycle
Inputs
Tools and
Techniques
Outputs
Risk register
Risk reassessment
Risk register update
Project management plan
Risk audits
Organizational process
assets updates
Work performance
information
Variance and trend analysis Change requests
Performance reports
Technical performance
measurement
Project management plan
updates
Reserve analysis
Project document updates
40
Status meetings
11.6 Monitoring and Control Risks
Purposes and activities:
• Determine if Risk responses have been
implemented
• Determine effectiveness of risk response
actions
• Determine validity of project assumptions
• Determine if proper policies and procedures
are followed
• Determining if new risks have occurred
• Updating risk and project plans
• Communicating with stakeholders
41
Recall: Simple Risk Approach
• Identify key project risks
– refer to checklists for common risks
• org, company, industry lists
• examine project histories in your
organization
– brainstorm with your project team
42
Recall: Simple Risk Approach
• Prioritize the risks
– identify probabilities with a group
consensus technique like Delphi
(scale of 1 to 5)
– identify projected loss (scale of 1 to 5)
– develop a Risk Exposure (Probability x
Impact)
– rank; select the key items to watch
43
Risk Tracking and Control
• Track risks indicators / triggers regularly
• Respond to risk events as appropriate
• Periodically reassess risk (because things are
always changing…):
– Identify new risks
– Analyze new risks
– Plan response
– Track and control
• Close risks when appropriate
• Periodically report on risk status
44
To Validate Controls
• Utilize
–
–
–
–
–
Scope Management Plan
Schedule Management Plan
Cost Management Plan
Quality Management Plan
Risk Management Plan
To control the project to the plans and
bring the project in on time within
budget and to quality expectations of
your customer.
45