Advanced Capital Project Management 23 rd to 30 th July 2007 Kuala Lumpur International Centre for T raining & Development
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Advanced Capital ProjectManagement
23 rd to 30 th July 2007Kuala Lumpur
International Centre for Training & Development
8/2/2019 Proj Contol Process
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PROJECT CONTROLPROCESS
ADVANCED CAPITAL PROJECTMANAGEMENT
ICTD, Kuala Lumpur
July 2007
Facilitator: Ing. C.M.M. Aboobucker
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Proj Control 3
PROJECT MANAGEMENT PROJECT CONTROL
CONTENTSProject MonitoringPerformance Reporting
Changes and Change Ctrl.Resource ControlQuality ControlCost ControlBudget Control
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Proj Control 4
THE CONTROL ENVIRONMENT
Control of a project environment involves threeoperating modes:Measuring – determining progress by formal and
informal reporting; Evaluating – determining cause of deviationsfrom the plan; Correcting – taking actions to correct.
Control is associated with the prsent, soreporting is time sensitive ro allow for correctiveaction.
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CONTROL SYSTEM
PURPOSE : To ensure that the PM andthe team always has the information tomake an accurate assessment ofprogress and keep progress under control.Keep simple control system. It is the best.
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CONTROLLING PROCESSES
OVERALL CHANGE CONTROL – coordinating changes across the entire project
SCOPE CHANGE CONTROL - Controlling
changes to project scopeSCHEDULE CHANGE CONTROL - Controllingchanges to project schedule
COST CHANGE CONTROL - Controlling changesto project budget
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CONTROLLING PROCESSES
QUALITY CONTROL – Monitoring specific projectresults to determine if they comply with relevantquality standards & identifying ways to eliminatecauses of unsatisfactory performance.PERFORMANCE REPORTING - Collecting anddisseminating performance information. Thisincludes status reporting, progress measurement, and
forecasting.RISK RESPONSE CONTROL – Responding tochange in risk over the course of the project.
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PROJECT MONITORING PROCESSLAUNCH
PROJECT
ISSUEWORK PLANS
REVIEW RISKSMONITOR TOESTABLISHPROGRESS
ISSUEWORK PLANS
DERIVE OPTIONSTO SOLVE PROBLEM
AGREE HOWPROGRESS IS
MEASURED
IS THE PLANWORKING?No Variance?
IS THEPROJECT
COMPLETE ?
REVIEW PLANDETAILS &ESTIMATES
REVIEW RISKS
UPDATE PLANDOCUMENTS
DERIVE ACTIONPLANS
YES
NONO
YES
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PROJECT MONITORING
Monitoring is a checking activity to:talk to the team members to find out directly how thingsare going;encourage the team and show that the PM care aboutthem and their work;check that promised resources are in fact working onproject tasks;rapidly learn about concerns and difficulties
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Proj Control 10
PROGRESSING THE WEEKLY PROGRAMMEThe example given shows the progress of operations at 5.00 p.m. on Wednedsay, 20th March.
OPNO
1
2
3
4
5
6
7
8
LABOUR& PLANT
OPERATION
PLANNEDACTUAL
PLANNEDACTUAL
PLANNEDACTUAL
PLANNEDACTUAL
LABOUR
CARPENTERS
STEELFIXERS
LABOURERS
SCAFFOLDERS
8 8 8 8 88 8 83 3 3 3 3
2 2 24 4 4 4 44 4 4
2 2 2 2 22 2 2
ERECT REINF TO COLS
ERECT FWK TO COLS
POUR CONC TO COLS
STRIP FWK TO COLS
PREPARE REINF TOBEAMS & FLOOR
ERECT FORMWORK TOBEAMS & FLOOR SLAB
FIX REINFORCEMENT TO BEAMS & FLOORS
ERECT SCA FOLDING
3 STEEL FIXERS
8 CARPENTERS
4 LABS100/200 MIXER
8 CARPENTERS
3 STEEL FIXERS
8 CARPENTERS
3 STEEL FIXERS
2 SCAFFOLDERS
CURSORKEY: PROGRAMMEWORK COMPLETED
TIME LINE
CONTRACT: AMENITY CENTRE & OFFICE BLOCK
CONTRACT NO.: WEEKLY PROGRAMME WEEK NO. 5
WEEK COMM. MAR 18TH
DAY MON TUES WED THUR FRI SAT SUNDATE MAR 18TH 19TH 20TH 21ST 22ND 23RD 24TH
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WHO CONTROLS WHAT?
Yes.
Supervisor
Supervisor
Sr Engr
Supervisor
Supervisor
Sr Engr
Supervisor
Engr.
Constn Mgr
DPMConstrn
Asst Planner
Planner
Asst QS CostingOfficer
Estimator Asst QS
QS
DPMplanning
DesignCo-ord.
DesignAsst.
DesignManager
QCEngr.
QualityManager
Engr. Engr
M&EManager
Acc. Off
AdminManager
SafetyOfficer
SafetyManager
PM
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PERFORMANCE REPORTING
Project
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HANDLING PROJECT CHANGES
Projects are dynamic. Changes in the projectare inevitable: However, changes are not easilyallowed.
In order to control change, the following haveto be done;Maintain the performance measurement baseline;All approved changes should be incorporated in the
project plan, but project scope changes will affect theperformance measurement baseline;Ensure that changes in the scope of work are approvedand documented.
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CHANGE CONTROL
Establish Change Control ProcedureDistribute to all parties concerned
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RESOURCE CONTROL
ResourcesResource Allocation
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COST CONTROL
COST CONTROL IS CONCERNED WITH:Influencing the factors which create changes tothe cost baseline to ensure that changes arebeneficial;Determinig that the cost baseline has
changed, andManaging the actual changes as they occur
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COST CONTROL
Focus on cost measurementFor success of project cost should not exceedthe allocated budget
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COST MONITORING
Cost monitoring should include accuratemeasurement of:the time spent on each task;the resources used on all tasks;
cost of materials ( including wastage )used;cost of equipment time used ( based on hourly charge );capital expnditure committed;revenue expenditure committed.
Normally these measurements are made over aspecific period of two or four weeks or by calendarmonth.
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INFORMATION ON COST
For effective control information on thefollowing is required:the project budget as fixed in the businesscase;the project operating budget, a cumulative totalbased on the WBS;the costs incurred in the current accountingperiod; the costs incurred todate from the start;
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INFORMATION ON COST
For effective control information on thefollowing is required:the project budget as fixed in the businesscase;the project operating budget, a cumulative totalbased on the WBS;the costs incurred in the current accountingperiod; the costs incurred todate from the start;
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Proj Control 21
PROJECT FILES
ProjectFiles
Acceptance Process
Approved List of Suppliers
Progress Reports
Meeting Recordss
Project Procedures
Approved Budget
Method Statements
Stakeholder List
Project Schedule
Project Budget& Cost Data
ResponsibilityRAM Charts
Progress Reports
Project Brief and Client Records
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PROJECT CONTROL PROCESS
End
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