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A Five Step Model for Project Control-Project Management-Lecture Slides, Slides of Project Management

Alliance UniversityProject Management

This lecture was delivered by Aman Mathur at Alliance University for Project Management course. It includes: Model, Project, Control, Transition, Five, Stage, Project, Planning, Checklist, Validation, Plans, Controlling

Typology: Slides

2011/2012

Uploaded on 07/09/2012

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A Model for Project Control
•In this chapter, we will discuss the
transition from planning to controlling
process
•The differences between formal control
and informal control
•Five stage controlling process and the
five step control model for a typical
project
•The responsibility of the team members
for performing various tasks in the
project
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Download A Five Step Model for Project Control-Project Management-Lecture Slides and more Slides Project Management in PDF only on Docsity!

A Model for Project Control

• In this chapter, we will discuss the

transition from planning to controlling

process

• The differences between formal control

and informal control

• Five stage controlling process and the

five step control model for a typical

project

• The responsibility of the team members

for performing various tasks in the

project

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Transition from Planning to Controlling

  • Validate the plans
    • Before issuing the final plans, make sure that plans appear to reasonable
    • Validating plans also include updating the status of the project since the project work has begun.
  • Obtain sign-offs and freeze plans
    • Sign-off procedures are very important
    • Must set up formalized approval process and also provide time for approval
  • Resell the benefits of project management
    • All the team members who have been extensively involved in the planning process must be encouraged once again.
  • Create a project notebook
    • Create your own project note books for personal reference
    • Try to include almost all sections of the project docsity.com

Benefits of the Project Plan for the

Control Cycle

  • The plan ensures that no major tasks have been forgotten
  • The plan indicates clearly the assignment of responsibility, accountability, and authority.
  • The plan predefines the interdependencies of tasks on one to another
  • The plan becomes a yardstick against which to measure status, and ultimately, to judge the success or failure of the project
  • The plan becomes a vehicle for communication and control when used as a monitoring, tracking, and controlling tool.

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Formal and Informal Control

  • Formal project control
    • It is related to status reporting at the end of

a week, or a month, or accounting period.

  • Performing the formal project control
    • It is more of a paper than the mental

exercise.

  • It can be performed by week, month, or

accounting period through the use of

projects reports.

  • The data about the recent accomplishments

at the project can be gathered by several

means.

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Performing the Informal Control

– Encourage the team members at the actual

site to ask question and present problems

– Take corrective/ preventive action, if

possible, at the site

– Evaluate the previous solutions presented

to solve the issues

– Accessibility of the project manager

performing the informal control is the key

part of the informal control.

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Benefits of Informal Control

  • We can learn a lot more than we do by sitting on our desks.
  • We can meet the people in their habitat, where they feel more comfortable than in an office.
  • Manager becomes highly visible to all the project staff, not just to the immediate subordinates.
  • Team members feel happy by discussing the recent achievements on the project.
  • Brewing of the problems can be learnt faster than waiting for them to appear on a status report or in a meeting.
  • A sixth sense can be developed to see what is normal and what is abnormal.

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A Five Step Model for

Project Control

The five step model for project control

consists of the following:

1. Update the status

2. Analyze the impact

3. Act on the variances

4. Publish the revisions

5. Inform the management

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Step-1: Update the Status

• Track the work accomplishments

• Look at the morale and productivity of the

team

• Collect information to assess the

performance of the team

  • From team members individually,
  • From accounts people regarding budget situation,
  • Status review meetings
  • Time reporting of the employees as this will determine daily wages

• These sources should be supplemented with

informal control procedures

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Step-1: Update the Status-

Information for project team members on status

reports differ for their respective management

levels. It depends upon:

  • What you want them to do with it?
  • What authority you delegated to them?
  • What results you expect from them?
  • What help they will have from the reports?
  • What rewards (consequences) they will be given?

• The thumb rule is

  • Lower level team members require more details than team members in top management level

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Step-1: Update the Status-

• If you design your own data collection

forms, then

– Make them simple and easy to complete,

– Ensure that all the information is pertinent,

– Confirm that those preparing the

information understand how it will be

utilized and the need for their input

– Make sure that people are aware of its end

use

– Make sure that there are consistent “as - of”

dates, means that the things are up-to-date.

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Update the Status-

Information for Management on Status

Reports

  • Where you are?
  • Where you should be?
  • Where you are going next?
  • How you are going to get there?
  • What resources are needed?
  • When you are going to get there?

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Analyze the Impact

• Compare the planned to the results in

order to reveal the variance.

– Are we ahead or behind schedule?

– We over or under budget?

– Are we using the staff’s time as planned?

– Given actual staffing levels, are we getting

the results we expected?

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Seven Steps in Problem Solving

1. Define the problem.

2. Collect all the pertinent data.

3. Determine all possible alternative solutions.

4. Analyze and evaluate alternatives.

5. Select the best alternative (s).

6. Implement the action decided upon.

7. Follow up to be sure the action is carried

out.

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Types of Problems for Project Managers

  • Personality conflicts:
    • All people do not automatically like all other people. There are barriers based on education, upbringing, political posturing, and just plain bad chemistry.
  • Poorly defined project objectives:
    • If the objectives are incorrect or ambiguous, the work efforts may be misdirected or erroneous, thus causing slippages and inability to meet the plan.
  • Ever-changing external forces:
    • These are the fateful events that were never planned.
    • Perhaps the equipment falls off the back end of the truck when being unloaded, or the vendor’s truck is in an accident and is totaled.

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