Scribd
Upload
12 views5 pages

Project Management and Control

This document discusses project management and control through monitoring activities, getting projects back on track, and exception planning. It recommends focusing monitoring on critical path activities, activities with no float, high risk activities, and those using critical resources. If delays occur, options include renegotiating deadlines, shortening critical paths through overtime or staff reallocation, and overlapping or splitting activities. Exception planning involves writing reports for sponsors when changes to delivery dates, scope, or costs are needed and producing exception plans to implement selected options.

Uploaded by

nandhuln
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
12 views5 pages

Project Management and Control

This document discusses project management and control through monitoring activities, getting projects back on track, and exception planning. It recommends focusing monitoring on critical path activities, activities with no float, high risk activities, and those using critical resources. If delays occur, options include renegotiating deadlines, shortening critical paths through overtime or staff reallocation, and overlapping or splitting activities. Exception planning involves writing reports for sponsors when changes to delivery dates, scope, or costs are needed and producing exception plans to implement selected options.

Uploaded by

nandhuln
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 5

PROJECT MANAGEMENT

AND CONTROL
Project tracking
Prioritizing monitoring
We might focus more on monitoring
certain types of activity e.g.
Critical path activities
Activities with no free float if
delayed later dependent activities
are delayed
Activities with less than a specified
float
High risk activities
Activities using critical resources
2
Getting back on track:
options
Renegotiate the deadline if not possible then
Try to shorten critical path e.g.
Work overtime
Re-allocate staff from less pressing work
Buy in more staff
Reconsider activity dependencies
Over-lap the activities so that the start of one activity
does not have to wait for completion of another
Split activities

3
Exception planning
Some changes could affect
Users
The business case (e.g. costs increase
reducing the potential profits of
delivered software product)
These changes could be to
Delivery date
Scope
Cost
In these cases an exception report is needed

4
Exception planning -
continued
First stage
Write an exception report for sponsors (perhaps
through project board)
Explaining problems
Setting out options for resolution
Second stage
Sponsor selects an option ( or identifies another option)
Project manager produces an exception plan
implementing selected option
Exception plan is reviewed and accepted/rejected by
sponsors/Project Board

You might also like