Project Completion and

UNIT 17 PROJECT COMPLETION AND Evaluation-Project Review

EVALUATION-PROJECT REVIEW
Objectives
After going through this unit you will be able to understand :
• the process of control and its indivisibility from planning
• the role of project review during implementation
• the mechanics of co-ordination in projects
• the critical elements in control
• the universality of control & communication among men and machines
• the motivational aspects of monitoring
Structure
17.1 Introduction
17.2 Indivisibility of Planning & Control in Projects
17.3 Importance of Project Review
17.4 Project Co-ordination Procedures
17.5 Elements of Control in Projects
17.6 Concept of Cybernetics
17.7 Project Planning Procedures
17.8 Project Reporting
17.9 Monitoring and Motivation
17.10 Teamwork in Projects
17.11 Summary
17.12 Self-Assessment Exercises
17.1 INTRODUCTION
Project work requires a large number of persons of different disciplines and
specialisation. Projects are assignments which are unique and non-repetitive and have
to be accomplished within agreed schedules, budgets, performance parameters of
capacity and quality. Project reviews play a vital role in taking stock of the progress
by measuring and evaluating the current status and in the event of slippage, to take
appropriate remedial measures in all areas and at all levels.
17.2 INDIVISIBILITY OF PLANNING AND CONTROL
IN PROJECTS
All projects must be planned in great details before they are launched for
implementation. Planning by network analysis is a graphical exercise and is
described as literally building the entire project on a piece of paper before its actual
execution. This is a simulation of how the project will be split into various packages,
engineered through design, procurement, manufacturing with suitable quality checks,
delivering to construction site and then erecting at different geographical locations as
per the design. These physical assets are then thoroughly tested and commissioned
into a viable plant. A schematic of the entire process of project management is as
shown in Figure below:
A Project Manager draws up a detailed action plan for the entire project in
consultation with members of his team belonging to specialist functional departments
and then, as the project implementation proceeds, data relating to innumerable events
is collected, measured and evaluated, through a monitoring cell, and used as input for
replanning of the current project or for planning new projects in future. Management
of projects has two distinct phases viz.,
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Project Completion
and Evaluation

Fig. 17.1
Planning, signifying `Plan your Work' phase and Controlling, implying `Work your
Plan' phase. If any one of the two phases is missing or is curtailed, it will snap the
loop or the chain and will impair the process of effective project management. In
project management, planning and control are the two indivisible sides of the same
coin of management -one cannot function without the other. (Fig. 17.1).

17.3 IMPORTANCE OF PROJECT REVIEW

The entire aspect of `control' is covered by the concept of project review which must
be carried out from time to time as the project journeys forward during
implementation. Project review meetings are necessary to convince key personnel
that orderly progress is being made on the project. These meetings are held at various
levels as below:
a) Project Team review meetings usually chaired by the project manager.
b) Top management review meeting where project manager reports the status or the
project and highlights problem areas and how the same are being resolved.
c) Customer Review meetings wherein prime focus is to report the status of the
project to the customer or to the end-user, highlighting problem areas and mode
of resolving them. The approach should be to involve them and welcome their
help and input in resolving problems and expediting implementation.
Keeping everyone on the project informed prevents surprises and shocks and builds
up involvement and commitment. This paves a reliable way to secure support from
all quarters when any unforeseen situations arise and require concerted and co-
operative effort around to retrieve the project and put it back on the rails.
Project review meetings are like the practice sessions of a football team. They
improve understanding, enhance team spirit and inculcate understanding among
project personnel. These also remove gags and overlaps, reduce friction and resolve
conflicts with or without external intervention.
Project review meetings set the tone, tenor, speed and momentum of project
execution and should be designed to achieve specific tasks. Calling review meetings
for the sake of it should be avoided at all costs.

17.4 PROJECT CO-ORDINATION PROCEDURES:.

A traditional definition of management is the process of planning, scheduling, co-
ordinating and controlling activities with a view to achieving the objective(s).
Network-based project management being an integrated technique of planning and
controlling also covers all the above aspects as shown Fig. 17.2.
Project matrix is rather large - a number of people have to be involved to ensure that
project execution is orderly, balanced and free of conflicts. Those projects which start
with exclusive kick-off conferences, followed by frequent meetings in the early
stages usually start with a higher level of disagreements and conflicts. This is a
blessing because identification of such problems in early stages leads to their
resolution. As a result, when the project is orchestrate better with commensurate
36 improvement in their performance and accomplishment.
 Project Completion and
Evaluation-Project Review

Fig. 17.2
The initial phase calls for resolution of a number of administrative and technical
issues as below:
i) Filing / documentation for the project
ii) Cost coding of the project
iii) Resolving areas of functional responsibility
iv) Co-ordination procedures amongst specialist functions and project office
v) Procedures for indenting, ordering, bill certification, bill payment etc.
including limits of financial authority
vi) ‘Deliverables' another scope and schedule of release by functional
departments
vii) Planning and reporting procedures
viii) Schedule of project review meetings and their frequencies
ix) Co-ordination procedures with construction site
x) Co-ordination procedures for reporting to top management.
xi) Co-ordination procedures for reporting to customer
xii) Responsibility for compiling testing and commissioning procedures
xiii) Handing over / taking over procedures
xiv) Data compilation for current project for use in future project planning
and replanning
xv) Close-out reports
17.5 ELEMENTS OF CONTROL IN PROJECTS
Project implementation rarely proceeds as per the forecasts detailed, in the network.
Project execution is not a rail-road journey in sometimes we are off-rail i.e., behind
schedule and at other times, we might be on rail i.e., on schedule or ahead of it.
Periodic review of the project is essential to Lake stock of the Situation, to determine
the current status, to measure and evaluate with respect to agreed checkpoints or
milestones and to take corrective / remedial measures to bring the project back on
schedule by updating the activities, to increase /decrease their durations and level of
engagement of resources an(] hence costs. The key elements in control process are:
a) Establishing standards
If we cannot measure a thing, we cannot manage it. Network analysis helps us to
devise the yardstick for measuring our performance in execution. We establish
checkpoints or milestones which are simple criterion of performance and are
preselected for the entire route of project execution. These should be distinguishable,
measurable and verifiable so that when reached, there should not be any controversy.
The 'principle, of critical point control' enjoin us to give attention to those factors that
are critical to evaluating performance against agreed /specified targets. Ability to
Select Critical points of control is the quintessence of management since sound 37
control depends upon this
Project Completion selection. Management of 'hard' projects comprises control of time, cost and
and Evaluation performance parameters which are all tangible and can be quantified. In industry
particularly, in the management of `soft' projects, one has to deal with intangible
standards e.g., measuring the degree of success of a public relations campaign or
improving the response of personnel in an organisation. Considerable research work
is being done to measure the degree of success by developing suitable yardsticks for
evaluating these in `soft' projects and then evaluating the feedback with regard to the
yardstick.
b) Measuring performance against standards
Measurement of performance against standards should ideally be a forward-looking
or on proactive basis with a view to detecting deviations in advance of their
occurrences, and should be avoided by appropriate corrective action `in advance'. An
alert project manger can often predict probable perceive much ahead of schedule, it
should be uncovered as early as possible. Every problem has a solution - it is and
consequently impacts adversely on the project completion.
In technical and engineering projects, measurement of performance is relatively easy
as the milestones are specific, measurable, agreed and time-framed. However,
measuring performance against vague standards like enthusiasm and loyalty of
personnel, absence of strikes etc is difficult.
c) Correcting variations from standards
If performance is measured in accordance with the organisation structure and
responsibility, it is easier to correct the deviations because managers know exactly
where, in the assignment of individuals or groups, remedial measures have to be
applied. Correction of deviation is the point al. which `control' functions as a part of
the whole system of management and can be related to other managerial functions.
Corrections may lead to modifying, planning or scheduling or co-ordination or
control procedures or in modifying / revising the goals. This is the `principle of
navigational change'. Corrections may be effected by re-assigning or clarification of
duties, additional manpower, better selection and training of personnel or through
better leadership - fuller explanation of jobs and other more effective techniques of
leading project management.
Activity 7
Describe the project planning, co-ordination and control procedure in an organisation
you know of
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17.6 CONCEPT OF CYBERNETICS

Norbet Weiner who founded the science of Cybernetics described it as the science of
control and communication in animals and machines. It is derived from the Greek
word meaning `steerman' signifying `steering' or `piloting'. It now implies the general
theory of control applicable CO men, groups of men, machines, factory, industry,
society or national economy. Since management is a profession of control, it can reap
the greatest benefit from Cybernetics, the science, of control. Its approach is multi-
disciplinary. Herein, concept of control does not imply coercion or repression-it
stands for self-regulation. It deals with those attributes which make a system regulate
itself to respond to its environments and to adopt, to survive and evolve like living
animals who are far superior than any of the instruments of control derived by men.
Cybernetics aim to imitate such mechanisms of nature.
Living organisms regulate themselves and respond to environments through
feedback. Feedback device in living animals makes he `effect' to act back on the
38 `cause' or `causes'. This mechanism called the `homostasis' regulates organs, glands
etc. and regulates various
functions of body such as maintaining body temperature, stabilising the acidity ;value Project Completion and
of blood, regulating sugar content of blood or for expelling foreign body from the Evaluation-Project Review
eye, nose or throat. It is the deviation from the normal (standard in our case) that
causes the secretion of some harmones or chemical substances or cause to operate the
reflex mechanism in order to combat the imbalance and restore normal conditions.

Managers also actual performance, compare it against standards, identify /analyse

deviations, develop a programme of corrective action and implement it in order to
arrive at the performance desired as shown in the Fig. 17.3.

Fig. 17.3

Activity 8

Describe a real-life application of the cybernetic approach to project management

control.

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17.7 PROJECT PLANNING PROCEDURES

A) Squared Networks

Since the quality of control is dependent upon the planning procedures, there has
been considerable innovation in this field. The development of the technique of
network analyses-both Critical Path Method (CPIVI) and Project Evaluation &
Review Technique (PERT) was necessitated because of the inadequacy of Henry
Gantt's Barcharts in the changing and dynamic conditions of real-life. However, the
use of Barcharts as a method of planning and control has persisted largely because it
is easy to understand, learn and implement. This had been engaging the attention of
researchers and has resulted in the development of 'Squared Networks'. These
networks combine the advantage of both Barcharts and Networks. Herein the length
of arrow in networks is proportional to the activity duration and all interdependencies
arc denoted by dropping 'dummy' activities vertically from one node to another. It is
easy to conceive that critical path will be a continuous path, from start to finish,
without any floats. All other paths, being non-critical, will have floats. Squared
networks have revolutionised the concept of control because it is now possible to use
progressing and measurement techniques of the Barchart as also take advantage of
the interdependencies of network for tracking back the project to schedule by
modifying planning, scheduling, co-ordinating and controlling procedures and
updating activities as appropriate. A typical network for the manufacture of Vessel
and Stirrer Assembly has been drawn in the following page. (Fig. 17.4).

The network spells out the jobs of different sections and departments clearly so as to 39
Project Completion
and Evaluation

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facilitate identification of responsibility of individuals or groups. It may also be noted Project Completion and
that the critical path lies through all activities relating to vessel - be it design Evaluation-Project Review
(preparation of drawings), customer's approval, issue of manufacturing / purchase
indent, ordering; delivery, receipt and final assembly. All other paths, being non-
critical, have floats shown as appropriate to the logic of network.
Progressing & Measuring Performance on Squared Networks
This is a further refinement of the use of curler for reviewing the progress of jobs on
the Barchart. Herein, we use a number of coloured pens or pencils to record the
progress during the review period which is usually a month. The review period can
be made shorter or longer as appropriate for reporting progress to operating or senior
managers. Timing of review is indicated in any one colour, say green, by a vertical
line on the squared network. This is a substitute for the curser. Since the choice of
colour is unique for a time period, overlines drawn in that colour represent all jobs
done, complete or partial, during that time period. The overlines in green for the time
period on the activity arrows will be drawn proportional to the work done viz., for a
job which is 100% complete, overline will span across the entire length of the arrow
and so on. It is rather easy to plot these overlines on the activity arrows - since
squared network is drawn on a time scale, overline can be drawn upto 50% of the
length of the arrow if it is half complete. Alternatively, if it is going to take two more
weeks to complete, overline can be drawn upto the point which is two weeks short of
completion shown in the network etc. All progress made during the period of review,
represented by vertical green line, will be shown by horizontal overlines in the same
colour. For the next review period, another colour can be chosen and the entire
process repeated in the new colour as above. Figure 17.5 illustrates the process by
adopting a few legends viz :
If we use the above colour scheme, the following decision rules would emerge:
i) If horizontal overline for an activity that continues beyond the vertical line,
remains to the left of it, that activity is behind schedule.
ii) If for an activity which continuous beyond the vertical line, horizontal overline
just touches it, it is on schedule.
iii) If horizontal overline has crossed over to the right side of the vertical line, the
activity is ahead of schedule.
Progress of all other activities is marked with the overlines in the same colour in
proportion to their completion. This process, being graphical, brings into focus the
current status of the project at a glance and is extremely useful for marking and
updating overall /summary schedules, in squared network format, on a single sheet of
paper. This is also a convenient method of retaining a brief history of the project
from start to finish.
b) Network-based Milestone Charts
As the project implementation progresses beyond the formative stage into basic
design, our knowledge about the scope and details of equipment etc. becomes better.
At this point of time, a very detailed network, equipment-wise is prepared for the
project as a whole. The format is such that it incorporates details of works for each
and every department or section.
Conventional barcharts have-not been found to be helpful as they do not represent
interdependencies nor the sequential relationships very clearly. These barcharts also
do riot highlight the milestones which are the natural critical points of control
because, they are easily recognizeable, measureable and verifiable. A significant
improvement in this area has been the development of Milestone Charts wherein each
item of equipment can be shown in Fig. 17.6.
For each department, one barline for each of the equipment is drawn showing clearly
the milestones by using the above legends.
Management by network analysis is not only a systematic indepth analysis of all
activities but it also helps to prioritize the sequence of activities such that the overall
duration is minimum. In simple parlance, A implies that network analysis guides us
to design, rodent and order longest delivery items first, followed by not-so-long 41
delivery items, followed by
Project Completion
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 Project Completion and
Evaluation-Project Review

In the first part of the Milestone Chart, all items of equipment are stated ' giving
details of indenting, ordering, delivery ex-works, shipment / arrival at site. Usually,
most equipment suppliers have to furnish data and drawings /documentations such
erection, testing, commissioning, operation and maintenance manuals etc. At the end,
usually the last row, the barline represents the activities relating to construction or
erection contract. This has also all the elements of finalizing specifications and tender
documents and indenting, award of contract for which a longer period is indicated,
reporting to site, establishing at site and finally the erection work. Since contractors
have to be provided with drawings and other related documents, suitable notation is
shown in the Milestone Chart.

These Milestone Charts provide the basis of day-to-day review and control of
projects on a continuing basis. Besides, a formal review can be done once a week or a
fortnight as convenient. These Milestone Charts form the basis of all reporting and
monitoring of projects.

Activity 9

Draw a squared network showing project review status as appropriate and draw the
network based Milestone Chart for the same of a project you know of.

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Project Completion
and Evaluation 17.8 PROJECT REPORTING
Project management by network analysis provides a comprehensive yardstick for
progressing, for measuring pace of implementation, for evaluating the status of
execution from time to time and for devising remedial actions to bring the project
back on schedule.
Distinguishable and verifiable milestones provide convenient reference points for
arriving at the precise status of project implementation.
Each facet of project viz., design and indenting, enquiry and ordering, vendor
management and delivery, transportation and receipt of plant and machinery at
construction sites, construction and commissioning can be split into various
components and the progress monitored accordingly. For example, design and
indenting is usually divided into
(i) no of drawings / specifications
(ii) no of indents for procurement
(iii) liaison with suppliers, inspection, contractors etc. enquiry and ordering is split
into
(i) no. of orders placed
(ii) value of orders placed
(iii) value of bills passed
(iv) no. of orders closed vendor management and delivery is split into
(i) no of orders delivered
(ii) value of orders delivered
Subject to suitable modifications, one of the following formats may be adopted for
reporting :
a) Based on Numbers
SI. Item of drawings Programmed on Actual on date Important Jobs
No. date behind schedule
1. Civil 16 12 … … …
2. Mechanical 11 9 … … …
3. Piping etc. 35 32 … … …
b) Based on Weightages
SI. Item Weightage in %Actual % Overall % Important Jobs
No. Completed Completed behind
Schedule
1. Package 1 25 60 15 … … …
2. Package 2 20 50 10 … … …
3. Package 3 10 80 8 … … …
-- -- --
4. etc. etc. 100 33

17.9 MONITORING AND MOTIVATION

With the development of on-line computer systems, it is now possible to collect data
about `what is happening' while it is happening. These data can also be used for
measuring performance, evaluating it and identifying the deviation. However,
analysing causes of deviation, developing remedial action plan and implementing it
takes time. Real-time data can be converted into real-time information but still, it is
not possible to have a real-time control. However, it does not mean that timeliness of
feedback information is not important on the contrary, it is vital. That is why we say
that information received 24 hours late is `stale'; if is 48 hours late, it is `rancid' and if
it is seven days late, it is `ancient' history.
However, management by network analysis focusses on identifying and highlighting
checkpoints which stand out like lighthouses for the shipping lines. Checkpoints help
in preparing route map of the project journey from start to finish. One can measure
one's location from time to time. Besides, it prevents losing way enroute.
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Feedback with respect to progress is useful for monitoring; it helps people to be more
responsible and accountable. It gives project personnel a clear direction on where Project Completion and
they are, going, how they are being tracked and what needs to be done enroute. Evaluation-Project Review

Feedback is called the breakfast of the champions it helps project personnel to stay
committed and motivated and beckons them to double up their efforts to reach the
finishing line or to the next milestone as the case may be. Feedback and monitoring
enables tracking down one's location with respect to the targets and keeps everyone
excited. In the event of delays and problems, it promotes decision route to follow and
to reach the next milestone on time. Monitoring facilitates developing contingency /
alternate plans well before the unforeseen events for bringing it back on track.
Monitoring helps the project manager to assure himself that the team members stay
committed to the project objectives and goals. Motivation is the desire to satisfy a
want e.g., achieving an outcome and satisfaction is experienced when the outcome
has been accomplished. Project work provides ample opportunities by pre-specifying
milestones and if they are achieved as per the target persons experience satisfaction
which normally propels them to work harder for the next target. Monitoring,
therefore, tickles both the head and the heart and leads to motivated individuals and
teams.

17.10 TEAMWORK IN PROJECTS

When networks were invented they were called `activity networks'. It was soon
realised that these networks represent communication channels and were accordingly
described as `communication networks'. These days we describe them as `networking
of human beings' who form the vital and critical point of action. Projects are action-
oriented and unless we have effective networking of human beings who vibrate well
together, we cannot be confident of achieving project completion on time, within
budgets, conforming to agreed performance parameters and without any major
conflicts. We need to have not a team of brilliant individuals but a brilliant team of
individuals. Today we believe project management is primarily developing
teamwork, if we have teamwork, ordinary people perform extra-ordinarily.
a) Developing anticipation
When a number of people work together in a team, they inter-act regularly in
meetings and in bilateral discussions which leads to better understanding and
appreciation of each other's job. Team develops that winning streak called
'anticipation'. In a football game, this is developed by frequent practice and playing
together. Imagine the frustration of a player in the centre field if he kicks the ball,
after some dribbling, to the left and the guy is not there. When people work together,
even hierarchical level melt away and `esprit de corps' prevails.
b) Self-directed project teams
Project teams play a major role in defining the project goals and department
objectives. They also decide their own checkpoints and action plans i.e., operating
managers not only decide for themselves the goals and objectives, but also the ways
and means of achieving them. In addition, they also decide the co-ordination and
reporting procedures for measuring their own progress from time to time.
In line with the above, management information reports are compiled and circulated
to everyone giving the deviations from their own target and other relevant details.
Members of the team are expected to institute suitable remedial measures in the event
of slippage. The entire system is so designed that project teams are their own watch
dogs - they for correction and then go ahead remedying it, similar to self-correcting
mechanisms in living beings.

17.11 SUMMARY
Projects are time, cost and resources bound one-time operations for setting-up a
specific operational facility of a desired quality and capacity.
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Project Completion Planning is the initial stage of a project. In project management, planning and control
and Evaluation are the two indivisible sides of the same coin.

Project review in which orderly progress of the project is measured from time to time
at pre-determined stages of the project to correct deviations from standards is held. It
also helps to motivate the project team members.

Network based management is an integrated technique of planning-controlling which

covers monitoring of the objectives, planning, directing, coordination and control of
the project.

The key element in the control process are :

i) Establishing standards;

ii) Measuring performance against standards; and

iii) Correcting variations from standards.

Cybernet concepts which deal with making a system self regulating like living
animals is applied to project management.

Squared networks combining the advantage of both Barsheets and Networks (CPM
and PERT) is used in the planning and control of projects. This has proved to be
especially useful as it uses the progressing and measuring techniques of the Barsheet
and also takes interdependencies of networks into account for planning and control
purposes.

Milestone charts incorporating details of works are used since conventional barsheets
have not been found to be helpful as they do not represent interdependence nor the
sequential relationships very clearly.

Computers are used for real-time data processing in project management.

Concept of projects as `activity networks' has evolved into `communication networks'

consisting of common channels and gradually into `networking of human beings' who
form coherent and synergistic team.

17.12 SELF-ASSESSMENT EXERCISES

l) Explain the importance of `project review' in the context of control of a project.

2) How are cybernetics concepts applied to project management?

3) Explain the use and advantages of squared networks in project management.

4) What are network-based milestone charts and what are their advantages and
disadvantage as compared to squared networks?

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