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UNIT 6: ER . RAJAN KARMACHARYA

MONITORING AND CONTROL

DEPARTMENT OF CSIT
ST. XAVIER ’ S COLLEGE ,
MAITIGHAR

Includes…
1. Software configuration management
2. SCM tasks and roles
3. Risk Management
4. Risk Management Process
5. SPM Tools
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Prelude

• Once work schedules have been published and the project is under way, attention must
be focused on ensuring progress
• This requires monitoring
• What is happening?
• Comparison of actual achievement against the schedule
• Revision of plans and schedules to bring project as far as possible back on target

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Creating the framework

Fig: The project control cycle

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Creating the framework -- Responsibility

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Creating the framework -- Responsibility

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Setting Checkpoints

| It is essential to set a series of checkpoints in the initial activity plan

| Check points may be:
| Regular (monthly)
| Tied to specific events such as the production of a report or other deliverables

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Taking snapshots

| Formal weekly collection of information from staff carrying out activities.

| Collecting data at the end of each week ensures that information is provided while
memory is relatively fresh and provides a mechanism for individual s to review and
reflect upon their progress during the past few days
| Short, Monday morning team progress meetings are a common way of motivating
staff to meet short term targets

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Collecting data

| As a rule, managers will try to break down long activities into more controllable tasks of one or two
weeks duration.
| But it is still necessary to gather information about partially completed activities and, in particular,
forecasts of how much work is left to be completed.
| If there is a series of product, partial completion of activities is easier to estimate. >>>>>> counting
the number of record specification or screen layout, for example can provide a reasonable
measure of progress

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Partial Completion Reporting

| Weekly time sheets are a

valuable source of information
about resources used
| They are often used to provide
information about what has
been achieved.

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Risk Reporting

| One popular way of overcoming the objections to partial completion reporting is to

avoid asking for estimated completion dates but to ask instead for team members’
estimate of the likelihood of meeting the planned target date.
| Traffic Light Method (Steps)
| Identify the key (First Level) elements for assessment in a piece of work;
| Break these key elements into constituent elements (second level)
| Assess each of the second level elements on the scale green for “on target”
amber for “not on target but recoverable” and red for “ not on target and
recoverable only with difficulty”
| Review all the second level assessments to arrive at first level assessment
| Review first and second level assessments to produce an overall assessment
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Visualizing Progress
| Having collected data about project progress, a manager needs a way for presenting tat data to
greatest effect
| Gantt Chart
| Slip Chart
| provides a more striking visual indication of those activities that are not progressing to schedule.
| The more the slip line bends, the greater the variation fro the plan
| Ball Charts
| More striking way of showing whether or not targets have been met.
| The circles initially contain the original schedule dates. Whenever revisions are produced these
are added as second dates in the appropriate circle until an activity is actually started or
completed when the relevant date replaces the revised estimate.
| Circle will contains only two dates: the original and most recent target dates or the original and
actual dates.

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Slip Chart

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Ball Chart

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Cost Monitoring

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Prioritizing Monitoring

| Monitoring takes time and uses resources that might sometimes be put to better use!
| Critical Path Activities: Any delay in an activity on the critical path will cause a delay in the
completion date for the project. Critical path activities therefore are likely to have a very high
priority for close monitoring.
| Activities with no free float : A delay in any activity with no free float can have serious effects on
resource schedule. ( Free float is the amount of time an activity may be delayed without affecting
any subsequent activity)
| Activities with less than a specified float: It is common practice to monitor closely those activities
with less than, say one week free float
| High Risk Activities: These activities will be given close attention because they are most likely to
overrun or overspend
| Activities using critical resources: Activities can be critical because they are very expensive. In any
event, an activity that demands a critical resource requires a high level of monitoring.
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Getting the project back to target

| Shortening the Critical path

| The overall duration of a project is determined by the current critical path, so speeding
up non critical path activities will not bring forward a project completion date.
| Reconsider the precedence network
| If attempting to shorten critical activities proves insufficient, the next step is to consider
the constraints by which some activities have to be deferred pending completion of
others

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Change Control

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Thank your for

listening patiently

ST. XAVIER‘S COLLEGE

Department Of Computer Science Any Queries?
and Information Technology

Er. Rajan Karmacharya