International Centre for Training & Development

Advanced Capital Project Management

23rd to 30th July 2007 Kuala Lumpur

PROJECT CONTROL PROCESS

ADVANCED CAPITAL PROJECT MANAGEMENT ICTD, Kuala Lumpur
July 2007

Facilitator: Ing. C.M.M. Aboobucker

PROJECT MANAGEMENT
PROJECT CONTROL CONTENTS
Project Monitoring Performance Reporting Changes and Change Ctrl. Resource Control Quality Control Cost Control Budget Control

Proj Control

THE CONTROL ENVIRONMENT

Control of a project environment involves three operating modes: Measuring determining progress by formal and informal reporting; Evaluating determining cause of deviations from the plan; Correcting taking actions to correct. Control is associated with the prsent, so reporting is time sensitive ro allow for corrective action.
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CONTROL SYSTEM
PURPOSE : To ensure that the PM and the team always has the information to make an accurate assessment of progress and keep progress under control. Keep simple control system. It is the best.

Proj Control

CONTROLLING PROCESSES
OVERALL CHANGE CONTROL
coordinating changes across the entire project

SCOPE CHANGE CONTROL - Controlling changes to project scope SCHEDULE CHANGE CONTROL - Controlling changes to project schedule

COST CHANGE CONTROL - Controlling changes to project budget

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CONTROLLING PROCESSES
QUALITY CONTROL Monitoring specific project results to determine if they comply with relevant quality standards & identifying ways to eliminate causes of unsatisfactory performance. PERFORMANCE REPORTING - Collecting and disseminating performance information. This includes status reporting, progress measurement, and forecasting. RISK RESPONSE CONTROL Responding to change in risk over the course of the project.
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PROJECT MONITORING PROCESS

LAUNCH PROJECT ISSUE WORK PLANS AGREE HOW PROGRESS IS MEASURED MONITOR TO ESTABLISH PROGRESS ISSUE WORK PLANS
DERIVE ACTION PLANS REVIEW PLAN DETAILS & ESTIMATES

REVIEW RISKS

REVIEW RISKS

UPDATE PLAN DOCUMENTS NO

DERIVE OPTIONS TO SOLVE PROBLEM

IS THE PLAN WORKING? No Variance?

NO

IS THE PROJECT COMPLETE?

YES YES
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PROJECT MONITORING
Monitoring is a checking activity to:
talk to the team members to find out directly how things are going; encourage the team and show that the PM care about them and their work; check that promised resources are in fact working on project tasks; rapidly learn about concerns and difficulties

Proj Control

PROGRESSING THE WEEKLY PROGRAMME The example given shows the progress of operations at 5.00 p.m. on Wednedsay, 20th March.
CONTRACT: AMENITY CENTRE & OFFICE BLOCK WEEKLY PROGRAMME CONTRACT NO.: OP NO 1 OPERATION ERECT REINF TO COLS WEEK NO. 5 WEEK COMM. MAR 18TH
WED 20TH THUR 21ST FRI 22ND SAT 23RD SUN 24TH

LABOUR & PLANT

DAY DATE

MON MAR 18TH

TUES 19TH

3 STEEL FIXERS 8 CARPENTERS 4 LABS 100/200 MIXER 8 CARPENTERS

2 ERECT FWK TO COLS 3 4 5 6 7 POUR CONC TO COLS STRIP FWK TO COLS PREPARE REINF TO BEAMS & FLOOR

3 STEEL FIXERS
8 CARPENTERS

ERECT FORMWORK TO BEAMS & FLOOR SLAB

FIX REINFORCEMENT TO 3 STEEL FIXERS BEAMS & FLOORS ERECT SCA FOLDING LABOUR CARPENTERS STEELFIXERS LABOURERS SCAFFOLDERS PLANNED ACTUAL PLANNED ACTUAL PLANNED ACTUAL PLANNED ACTUAL 2 SCAFFOLDERS KEY: 8 8 3 2 4 4 2 2 PROGRAMME WORK COMPLETED 8 8 3 2 4 4 2 2 Proj Control CURSOR 8 8 3 2 4 4 2 2 8 3 4 2 TIME LINE 8 3 4 2

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WHO CONTROLS WHAT? Yes.

PM DPM Constrn Constn Mgr Planner QS DPM planning

Sr Engr

Sr Engr

Engr.

Asst Planner

Asst QS

Costing Officer Asst QS

Supervisor Supervisor

Supervisor Supervisor

Supervisor

Estimator

Design Manager Design Co-ord. Design Asst.

Quality Manager

M&E Manager

Admin Manager

Safety Manager

QC Engr.

Engr.

Engr

Acc. Off

Safety Officer

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PERFORMANCE REPORTING
Project

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HANDLING PROJECT CHANGES

Projects are dynamic. Changes in the project are inevitable: However, changes are not easily allowed. In order to control change, the following have to be done;
Maintain the performance measurement baseline; All approved changes should be incorporated in the project plan, but project scope changes will affect the performance measurement baseline; Ensure that changes in the scope of work are approved and documented.
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CHANGE CONTROL
Establish Change Control Procedure Distribute to all parties concerned

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RESOURCE CONTROL
Resources Resource Allocation

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COST CONTROL
COST CONTROL IS CONCERNED WITH: Influencing the factors which create changes to the cost baseline to ensure that changes are beneficial; Determinig that the cost baseline has changed, and Managing the actual changes as they occur

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COST CONTROL
Focus on cost measurement For success of project cost should not exceed the allocated budget

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COST MONITORING
Cost monitoring should include accurate measurement 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 a specific period of two or four weeks or by calendar month.
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INFORMATION ON COST
For effective control information on the following is required: the project budget as fixed in the business case; the project operating budget, a cumulative total based on the WBS; the costs incurred in the current accounting period; the costs incurred todate from the start;
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INFORMATION ON COST
For effective control information on the following is required: the project budget as fixed in the business case; the project operating budget, a cumulative total based on the WBS; the costs incurred in the current accounting period; the costs incurred todate from the start;
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PROJECT FILES
Acceptance Process
Project Schedule Approved List of Suppliers Project Procedures

Project Budget Approved Budget & Cost Data

Stakeholder List Method Statements

Meeting Recordss Progress Reports Project Brief and Client Records

Project Files

Responsibility RAM Charts Progress Reports

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PROJECT CONTROL PROCESS

End

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