Introduction to Project
Management
Chapter 12
Managing Project
Control and Closure
Information Systems Project Management: A Process and Team Approach, 1e
Fuller/Valacich/George
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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
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According to PMBOK
• Control processes are used specifically in six
project management knowledge areas:
– Integration
– Scope
– Time
– Cost
– Quality
– Risk
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Denver International Airport
• Identify the control issues that doomed this
project
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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
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Philosophy Determinants
• Project size
• Level of value or importance
• Risk
• Number of stakeholders
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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
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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
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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
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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
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Project Log Example
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Progress Report Template
Example
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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
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PMBOK Monitor and Control
Project Work Inputs, Tools and
Techniques, and Outputs
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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
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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
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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
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Integrated Change Control
• The process of identifying, evaluating, and
managing changes that occur from project
initiation through project closure
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PMBOK Integrated Change Control
Inputs, Tools & Techniques, and
Outputs
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Integrated Change Control
Inputs
• Project management plan
• Requested changes
• Work performance information
• Recommended preventive actions
• Recommended corrective actions
• Recommended defect repair
• Deliverables
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Integrated Change Control
Tools & Techniques
• Project management methodology
• Project management information system
• Expert judgment
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Integrated Change Control
Outputs
•
Approved change requests
•
Rejected change requests
•
Approved corrective actions
– Documented and authorized changes that are scheduled for implementation by
the project team
– Requested changes that were not chosen for implementation
– Documented and authorized guidelines necessary to bring future project
performance in conformance with the project management plan
•
Approved preventive actions
•
Approved defect repair
– Actions to reduce the probability of negative consequences to the project due to
identified risks
– Approved and authorized actions that are recommended to correct defects in the
project deliverables
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Project Control Techniques
1. Scope control
2. Schedule control
3. Cost control
4. Quality control
5. Risk monitoring and control
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1. Scope Control
• The process of assuring that only agreed-upon
changes are made to the project’s scope
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PMBOK Scope Control Inputs,
Tools & Techniques, and Outputs
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Scope Control Process
Inputs
• 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
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Scope Control Process
Inputs (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
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Scope Control Process
Tools & 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
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Scope Control Process
Outputs
• Updates to project scope statement
• Updates to WBS
• Updates to WBS dictionary
• Updates to scope baseline
• Requested changes
• Recommended corrective action
• Updates to organizational process assets
• Updates to project management plan
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2. Schedule Control
• The process of setting procedures and rules in
place for controlling changes to the project
schedule
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PMBOK Schedule Control Inputs,
Tools & Techniques, and Outputs
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Schedule Control
Inputs
• 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
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Schedule Control
Tools & Techniques
• Progress reporting
• Schedule change control system
• Performance measurement
• Project management software
• Variance analysis
• Schedule comparison bar charts
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Schedule Control
Tools & 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
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Schedule Control
Tools & 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
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Schedule Comparison Bar Chart
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Schedule Control
Outputs
• Schedule updates
• Performance measures
– Stakeholders informed
• Requested changes
• Recommended corrective actions
– Procedures initiated to address schedule
performance problems
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Schedule Control
Outputs (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
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3. Cost Control
• The process of ensuring that only appropriate
changes are included in the modified cost
baseline
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PMBOK Cost Control Inputs, Tools
& Techniques, and Outputs
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• Cost baseline
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Cost Control
Inputs
– 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
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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
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Cost Control
Tools & 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
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Cost Control
Tools & 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
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Cost Control
Outputs
• Updates to cost estimates
• Updates to cost baseline
• Performance measurements
– Reported to key stakeholders
• Forecasted completion
• Requested changes
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Cost Control
Outputs (cont.)
• Recommended corrective actions
• Organizational process assets updates
– Causes of variances identified; justification for
corrective action; and lessons learned
• Updates to project management plan
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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)
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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)
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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
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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)
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EVM Illustration
Activity 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
0
(SV)
Cost Performance
83%
Index (CPI)
Schedule Performance 100%
Index (SPI)
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125%
100%
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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
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PMBOK Perform Quality Control
Inputs, Tools & Techniques, and
Outputs
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Quality Control
Inputs
• 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
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Quality Control
Inputs (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
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Quality Control
Tools & Techniques
See Chapter 8 for Review
•
Cause-and-effect diagrams
•
Control charts
•
Flowcharts
•
Histograms
•
Pareto charts
•
Run charts
•
Scatter diagrams
•
Statistical sampling
•
Inspection
•
Defect repair review
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Quality Control
Outputs
• 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
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Quality Control
Outputs (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
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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
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PMBOK Risk Monitoring and
Control Inputs, Tools &
Techniques, and Outputs
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Risk Monitoring and Control
Inputs
• 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
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Risk Monitoring and Control
Tools & 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
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Risk Monitoring and Control
Outputs
• 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
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Project Closure
1.
End report
–
2.
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
Post-implementation review
–
3.
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
Handover
–
Completed project is delivered to the client and personnel are
trained on the new system
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End Report
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Post Implementation Review TOC
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Lessons Learned Template
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Lessons Learned Template (cont.)
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Questions?
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