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Project Execution Monitoring and Control (Mouse)

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Cassandri Labuschagne
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19 views13 pages

Project Execution Monitoring and Control (Mouse)

Uploaded by

Cassandri Labuschagne
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
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PROEJCT

EXECUTION
MONITORING AND
CONTROL
Project Control Cycle
The PMBOK® Guide describes the nature of project management processes in terms of the integration
between the processes, their interactions, and the purposes they serve.
Project management processes are grouped into five categories known as Project Management Process
Groups (or Process Groups):
1. Initiating Process Group

2. Planning Process Group

3. Executing Process Group

4. Monitoring and Controlling Process Group

5. Closing Process Group


Project Control Cycle
Project Control Cycle Explained
The baseline plan
is the starting point for project control as it outlines a plan for managing the project.
The project control cycle monitors project performance and compares it against the
baseline plan - it also includes a mechanism for incorporating scope changes.

Work authorization:
this includes issuing out instructions to the appointed contractors and other
responsible parties.
Expedite:
involves the follow up function to confirm orders have been received by the contractor or
supplier, materials have been procured and work has started as planned.

Monitoring progress:
the data capture system records the progress and current status of all work packages and
activities.

Closeout report:
The closeout report should highlight any recommendations simply and clearly, because
many years from now this may be the only section which is read.
Scope Change Control:
the scope change control function ensures that all changes to the scope of work are captured
and approved by the designated people before being incorporated in the baseline plan.
Change control is also concerned with influencing the factors which create changes to
ensure that changes are beneficial.

Evaluation and Forecasting:


the project's performance is analyzed by comparing actual progress against planned
progress within the CPM model and extrapolating trends to forecast the project's position in
the future.
Circulate Reports:
communicate information to all nominated experts within the configuration management
system

Problem Solving:
This function generates a number of feasible solutions, alternatives and opportunities for
consideration.
Decision-Making:
the decision-making function collates information and decides on an appropriate corrective
action. One of the main management functions is to make decisions

Revise Baseline Plan:


if there are any changes within the project the baseline plan must be revised to reflect the
current scope of work and incorporate any corrective action.
Project Management Process Group
Project Management Process Group
Characteristics of good control
Good Controls:

Should look to the past:


◦ To immediate past performance – to identify and correct variances

◦ To previous projects – to avoid the same mistakes

Should look to the future:


◦ Trends, forecasts, estimates at completion; risk management

◦ Aim to avoid problems rather than fire fighting


Is more than just monitoring:
◦ Monitoring alone won’t correct variances

◦ Effective action must be taken – closed loop control

Is dependent on an appropriate organizational culture:


◦ Challenging but supportive

◦ Effective sponsorship

Depends on an organizational infrastructure:


◦ Obtained through experience and investment

◦ A vital asset to organization's performing projects

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