1.

A Case Study on Project Execution & Control Groups

The Cybersonic Project
Duration: 1 year
Project Manager: Mr. Miles Wilder
Other Important Members of the Project: 18 Teams and the respective Team Leaders.
Careful attention given to preparation of detailed objectives & Requirements, well defined work
packages, assignments and responsibilities, schedule and budget.
Project got off with a good start.
2. Current Status of Project
Project Report Meetings scheduled on every Monday in the year long project.
The meetings are not fruitful right from the first meeting as the desired results are not achieved
owing to incomplete presentations, identification of new probable problems, discussions for solutions
to these problems, which actually in turn consumed the time specified for presentation of project
status reports by TLs.
3. Current Status of Project Contd
The outcome of these meetings further deteriorated due to absence of some TLs in further meetings
and attendance of representatives of those TLs, which brought in new opinions and perceptions to
the meetings and also could not be compared in terms of accountability to their respective TLs.
Absence of practice of compiling Minutes of Meeting in these meetings regularly worked as catalyst
for wastage of critical time, time and again and thus lead to a situation wherein even overtime by
everyone is not stopping the Cybersonic project to fall further behind schedule.
4. Project Execution, Monitoring and Controlling
Project Execution
Project execution involves managing and performing the work described in the project management
plan.
The majority of time and money is usually spent on execution.
Changes are inevitable on most projects, so its important to develop and follow a process to monitor
and control changes.
We should always focus on:
Need to plan,
Check on progress,
Compare progress to the plan,
Take corrective actions if progress does not match the plan.
5. Project Execution, Monitoring and Controlling
Control system
The purpose of control system is to gather and report data , to aid the project controller in monitoring
the data and analyzing it.
Fundamental objectives of control are:
The regulation of results through the altering activity.
To conserve the organizations physical, human and financial assets.
Is directed to performance , cost and time.
6. Lessons Learnt
More realistic planning for the needs of all the groups and individuals working on the project. Use
meetings for making group decisions or getting input for important problems. If meeting has been
held to keep team members informed about what others are doing on the project, insist that such
information be communicated electronically or personally among the relevant individuals.
Better understanding of the relationships of individual tasks to one another and to the overall project.
7. Lessons Learnt
Delays in Project Early signal of warning. Faster management action is required in response to
inappropriate or unacceptable work.
Effective Project Execution and Control is the one that leads an organization in achieving results.
Three common project reporting problems are :
Too much detail;
Poor Correspondence to the firms reporting system;
Poor Correspondence between the planning , execution & controlling system.