57086 13 controls

57086 Contract and Project Management13David Sowden, The University of Hull

57086 Contract and Project Management

Controls13David Sowden, The University of Hull

Overview

• Controls– Purpose of control– Monitor– Controls overview– Project start up– Controlled progress– Controlled close– Stages

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Purpose of control

Control is all about decision making and is central to project management

The purpose of control is to ensure that the project:

• Remains viable against its Business Case

• Is producing the required products, which meet the defined quality criteria

• Is being carried out to schedule and in accordance with its resource and cost plans

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Purpose of control

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Monitor

Plan

Control

Monitor

– Monitor progress– Compare achievement with plan– Review plans and options against future situations– Detect problems and identify risks– Initiate corrective action– Authorise further work

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Controls Overview

Project Board controls– Authorising Initiation– Authorising a project– End stage assessments– Highlight reports– Exception reports– Exception assessment– Project closure

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Project Manager controls– Day to day activities– Adjustments within tolerance– Alignment to Business Case– Work Package authorisation– Controls on quality, time and cost– Reporting (Checkpoint)– Quality Log– All Project staff– Risk Log

Project start up

– Set up the project management team• making sure the Project Board and Project Manager can

make the necessary decisions about the project– Develop a rudimentary Project Mandate into the Project

Brief– Confirm the Project Approach– Plan the Initiation Stage

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Project initiation

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WhoWho the customer isWho has responsibilities and authorities

WhatWhat products will be deliveredWhat assumptions have been or can be made

What major risks exist

WhenWhen the major products will be delivered

TheThe project objectivesThe reasons for the projectThe project boundaries and interfaces to the outside worldThe division of the project into stages

HowHow the objectives will be metHow much the project will cost

How the project will be controlled

How the acceptability of its product will be assessed

Who

Project communication

– Who is involved in the project– Who needs information– What information they need– When they need it– The format in which it should be

presented

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• Tolerance• Product Descriptions• Work Packages• Quality Control• Quality Log• Project Issues and change control• Risk Log• Checkpoint• Planning and replanning• Highlight Report• Exception Report• End Stage Assessment • End Stage Report• Exception Assessment• Daily Log• Lessons Learned Log.

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Controlled progress 1ST VIEW

Controlled progress - Tolerance

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Corporate or programme

management

Project Board

Project Manager

Team Manager

Project Plan deviation

Stage Plan deviation

Work Package deviation

Work Package tolerances

Stage tolerances

Project tolerances


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management

Project Board

Project Manager

Team Manager





Stage tolerances

Project tolerances


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management

Project Board

Project Manager

Team Manager





Stage tolerances

Project tolerances

• Time• Cost

other normal tolerances

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• Time• Cost


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• Scope


• Time• Cost


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• Scope• Risk


• Time• Cost


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• Scope• Risk• Benefits


• Time• Cost


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• Scope• Risk• Benefits• Quality


TASK

Review the tolerances within your project

Controlled progress

Product Descriptions• Why it is needed• What it will look like• Where it will come from• The quality specification to which it

must be built

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• Tolerance• Product Descriptions• Work Packages• Quality Control• Quality Log• Project Issues and change control• Risk Log• Checkpoint• Planning and replanning• Highlight Report• Exception Report• End Stage Assessment • End Stage Report• Exception Assessment• Daily Log• Lessons Learned Log.

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Controlled progress

• The user’s requirement changes

• Government legislation changes and the product’s specifications must be revised to accommodate these changes

• The user or supplier wants to change or add an acceptance criterion

• During the development, extra features suggest themselves for inclusion

• There are organisational or business changes that alter the scope and objectives of the project

• The supplier finds that is will be impossible to deliver everything within the agreed cost or schedule

• A question arises on whether the supplier can meet a particular part of the specification or acceptance criterion

• A sub-contractor or interfacing project (activity) fails to meet its planned commitment

• Resources availability changes.

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Controlled progress - Project Issues & change control

• Review against Business Case - is the project still viable

• Review against Stage Plan

• Satisfy the Project Board concerning Quality of the Products

• Establish the current stage has been completed satisfactorily

• Check whether external events have changed

• Risk analysis and management review of the project to date, and next stage plans linked to overall Project Plan

• Review overall Project status against Project Plan

• Review the Next Stage Plan against Project Plan

• Ensure - complete and consistent baseline established for Next Stage

• Review tolerances

• Ensure specialist aspects of the project are still sound

• Authorise the passage of the project to the next stage (is the business case remain viable).

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Controlled progress - End Stage Assessment

• Typical entries could include:– Check with a risk owner on the current state of risk– Note what is on the critical path and check status– Note any products due for completion in the next few

days and check status– Review Quality Log for any check that are late in being

done– Make a note to check on any outstanding Project Issues– Make a note to follow up- out standing items - as

highlighted in reports– Take action on slippage before a modified plan has to be

created– Check on status of tolerances.

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Controlled progress - ‘Daily Log’

–Project closure notification

–Lessons Learned Report

–Follow-on Action Recommendations

–End Project Report

–Post-Project Review Plan

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Controlled close

• Stages are partitions of the project with management decision points.– Provide a ‘fire break’ for the project by encouraging the

Project Board (WBL3 - Supervisors) to assess the project viability at regular intervals

– Ensuring key decisions are made prior to detailed work• whether to commit major resources such as capital

investment• what the impact is of major risk elements• the clarification of previously unknown or ill-

understood parts of the project– Clarify what impact identified external influences will

have– Reviewing a risky project at key moments when new

information is available

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Stages

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Products crossing management stage boundaries

Stage 1 Stage 2 Stage 3 Stage 4

Project

Specification

Build

Commission

Design

Training

Products broken down to fit within management stages

Stage 1 Stage 2 Stage 3 Stage 4

Project

Specification

Build

Commission

Design

Trained staff

Overalldesign

Peripherydesign

Trainingsyllabus

TASK

Review the stages within your project