7-Part 1-Of Controlling Process

Monitoring&Controlling ProcessGroup(part1)
PMBOK4thedition By PMIMENAChapter
Saturday,October30,2010
PMIMenaChapter
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Contents
4.4 4.5 5.4 5.5 6.6 7.3 8.3 10.5 11.6 12.3
Monitor&ControlProjectWork PerformIntegratedChangeControl VerifyScope ControlScope ControlSchedule ControlCost PerformQualityControl ReportPerformance Monitor&ControlRisk AdministerProcurement
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4IntegrationKnowledgeArea 4.4MonitorandControlProjectWork
4.5PerformIntegratedChangeControl
MonitorandControlProjectWork
Theprocessoftracking,reviewing,andregulatingthe progresstomeettheperformanceobjectivesdefinedin theprojectmanagementplan. Monitoringisperformedthroughouttheproject,anda keyindicatorforprojecthealth. Controlincludesdeterminingcorrectiveorpreventive actionsorreplanningandfollowinguponactionplans todetermineiftheactionstakenresolvedthe performanceissue.

Saturday,October30,2010 PMIMenaChapter
Monitor&Controlprojectworkprocessisconcerned with:

Comparingactualprojectperformanceagainsttheproject managementplan. AnalyzingandAssessingperformancetodetermine whetheranycorrectiveorpreventiveactionsareindicated. Providingforecaststoupdatecurrentcostandschedule information. Monitoringtheimplementationofapprovedchanges. Monitoringprojectrisk.
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MonitorandControlProjectWork:Inputs
Performancereports
Performancereportscanbeusedtoreportthekey informationincludingbutnotlimitedto:

Currentstatus, Accomplishments, Milestonesstatus, Identifiedissues, Forecasts .
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MonitorandControlProjectWork:Inputs
OrganizationalProcessAssets

Organizationcommunicationrequirements, Financialcontrolsprocedures, Issuesanddefectmanagementprocedures, Riskcontrolprocedures, Processmeasurementdatabaseusedtomakeavailable measurementdataonprocessesandproducts, Lessonslearneddatabase.
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MonitorandControlProjectWork:Tools&Tech.
ExpertJudgment
Usedbytheprojectmanagementteamtointerpretthe informationprovidedbythemonitorandcontrol processes.
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MonitorandControlProjectWork:Outputs
Changerequest
Changeswhichmayexpand,adjust,orreduceprojector productscope, Changescanimpacttheprojectmanagementplan,project documents,orproductdeliverables, Changesmayincludebutarenotlimitedto:

Correctiveaction. Preventiveaction
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MonitorandControlProjectWork:Outputs
ProjectManagementPlanUpdatesIncludes

Schedulemanagementplan, Costmanagementplan, Qualitymanagementplan, Scopebaseline, Schedulebaseline,and Costperformancebaseline
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Contents
4.4 4.5 5.4 5.5 6.6 7.3 8.3 10.5 11.6 12.3
Monitor&ControlProjectWork PerformIntegratedChangeControl VerifyScope ControlScope ControlSchedule ControlCost PerformQualityControl ReportPerformance Monitor&ControlRisk AdministerProcurement
PMIMenaChapter
PerformIntegratedChangeControl
Theprocessof:

Reviewingallchangerequests, Approvingchanges,and Managingchangestothe:

Deliverables, Organizationprocessassets, Projectdocuments,and Projectmanagementplan.
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Thechangemanagementprocessperformedfrom projectInitiationthroughClosing. ChangeControlisnecessarybecauseprojectsseldom runexactlyaccordingtotheprojectmanagementplan.
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Theprojectmanagersresponsibilityistomanage changes. Changesdontnecessarilymeannegativeconsequences. Changescanproducepositiveresultsaswell. Justbecauseachangeisrequesteddoesntmeanthatyou havetoimplementit. Alwaysworktodiscoverthereasonsforthechangeand determineiftheyrejustifiable,byknowingthecostof thechange.
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Thepurposeofthechangemanagementprocessare:
Identifyingthatachangeneedstooccurorhasoccurred. Influencingthefactorsthatcircumventintegratedchange control. Reviewingandapprovingrequestedchanges. Reviewingandapprovingallrecommendedcorrectiveand preventiveactions. Documentingthecompleteimpactofrequestedchanges. Controllingandupdatingtherequirementsbasedupon approvedchanges. Maintainingtheintegrityofbaselinesbyreleasingonly approvedchangesforincorporationintoprojectproducts orservices. Saturday,October30,2010 PMIMenaChapter
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ChangeControlMeetings
Achangecontrolboardisresponsibleformeetingand reviewingthechangerequestsandapprovingor rejectingthosechangerequests. Therolesandresponsibilitiesofthoseboardsareclearly definedandareagreeduponbyappropriate stakeholders. Allchangecontrolboardsdecisionsaredocumentedand communicatedtothestakeholdersforinformationand followupactions.

ChangeControlSystem
Changecontrolsystemsaredocumentedprocedures thatdescribe:

howtosubmitchangerequests, howtomanagechangerequests,and themanagementimpactsofthechangesastheypertainto projectperformance
Thechangecontrolsystemdefinesthelevelofauthority neededtoapprovechanges.
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RequirementsforChange
Therearetwothingsyoushouldrequireatthe beginningofallprojectsregardingchange.
First,Itisrecommendedthatyourequireallchange requeststobesubmittedinwriting.Thisistoclarifythe changeandmakesurenoconfusionexistsregardingwhat isrequested. Second,allchangerequestsmustcomethroughtheformal changecontrolsystem.
Ifyouallowchangestooccurtotheprojectwhenever requested,youwouldprobablynevercompletethe project.
ConfigurationManagement
Configurationmanagementsystemwithintegrated changecontrolprovideastandardized,effective,and efficientprocesstocentrallymanagechangeswithina project. Theconfigurationmanagementinclude:

identifying, documenting,and controllingchangestothebaseline.
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Configurationidentification
Selectionandidentificationofaconfigurationitem providethebasisforwhich:

Productconfigurationisdefinedandverified, Productsanddocumentsarelabeled, Changesaremanaged,and Accountabilityismaintained.
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Configurationverificationandaudit
ensurethecompositionofaprojectsconfigurationitemsis correctandthatcorrespondingchangesare:

registered, assessed, approved, tracked,and correctlyimplemented
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Configurationstatusaccounting
informationisrecordedandreportedastowhen appropriatedataabouttheconfigurationitemshouldbe provided. Thisinformationincludesalistingof:

approvedconfigurationidentification, statusofproposedchangestoconfiguration,and theimplementationstatusofapprovedchanges.
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6TimeKnowledgeArea 6.6ControlSchedule
ControlSchedule
Theprocessofmonitoringthestatusoftheprojectto updateprojectprogressandmanagechangestoschedule baseline.

Determiningthecurrentstatusoftheprojectschedule Influencingthefactorsthatcreateschedulechanges Determiningthattheschedulehaschanged Managingtheactualchangeswhenandastheyoccur
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ControlSchedule
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PerformanceReviews
Performancereviewmeasure,compare,andanalyze scheduleperformancesuchas:

actualstartandfinishdates, %complete,and remainingdurationforworkinprogress.
Animportantpartofschedulecontrolistodecideifthe schedulevariationrequirescorrectiveaction.
PMIMenaChapter
VarianceAnalysis
Scheduleperformancemeasurements(SV,SPI)areused toassessthemagnitudeofvariationtotheoriginal baseline. Thetotalfloatvarianceisalsoanessentialplanning componenttoevaluateprojecttimeperformance. Schedulecontrolincludedeterminingthecauseand degreeofvariancerelativetotheschedulebaselineand decidingwhethercorrectiveorpreventiveactionis required.
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ProjectManagementPlanUpdates
Schedulebaseline
Changestotheschedulebaselineareincorporatedin responsetoapprovedchangerequestsrelatedtoproject scopechanges,activityresources,oractivityduration estimates. Theschedulemanagementplanmaybeupdatedtoreflect achangeinthewaythescheduleismanaged. Thecostbaselinemaybeupdatedtoreflectchanges causedbycompressionorcrashingtechniques.
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Schedulemanagementplan
Costbaseline
7CostKnowledgeArea
7.3ControlCosts
ControlCost

Influencingthefactorsthatcreatechangestothe authorizedcostbaseline. Assuringthatpotentialcostoverrunsdonotexceedthe authorizedfunding. Monitoringcostperformancetodetectvariancesfrom thecostbaseline. Recordingallappropriatechangesaccuratelyagainstthe costbaseline. Preventingincorrect,inappropriate,orunauthorized changes. Informingappropriatestakeholdersofapproved changes.
ControlCost
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EarnedValueManagement(EVM)
Amethodofmeasuringprojectperformanceby comparingtheamountofworkplannedwiththat actuallyaccomplished.
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EarnedValue(EV)management
Data Element Scheduled Work Earned Value Actual Authorized Work Forecasted Cost Work Variance Cost Variance Completion Variance Term Planned Value Earned Value Actual Cost Budget at Completion Estimate at Completion Schedule Variance Cost Variance Variance at Completion Acronym PV (BCWS) EV (BCWP) AC (ACWP) BAC EAC SV CV VAC
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PerformanceMeasurement
Datatoday Cost ETC BAC EAC VAC
AC CV PV SV
EV Time ScheduleSlippage
ScheduleSlippage (atprojectcompletion)
ScheduleVariance
ComparingEVtoPV:

EV,theamountoriginallybudgetedfortheworkthathas beencompletedorisinprocess PV,theamountbudgetedfortheworkthatwasplannedto havebeenaccomplished
SV=EVPV Anegativeresultmeanslessworkhasbeenperformed thanwasplanned
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CostVariance
ComparingEVtoAC:

EV:theamountoriginallybudgetedforthework completedorinprocess AC:theactualcostsofthatwork
CV=EVAC AnegativeCVmeansmoredollarswerespentto accomplishtheworkthanwasplanned
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Schedule/CostVarianceexample

PV=$42,000 EV=$38,000 AC=$48,000 SV=EVPV =$38,000$42,000=()$4,000 SV%=SV/PV =()$4000/$42,000=()0.095 SV%=()9.5% CV=EVAC =$38,000$48,000=()$10,000 CV%=CV/EV =$10,000/$38,000 =()26%
PerformanceIndex
CostandScheduleperformanceefficiencycalculations; expressedin$
CostPerformanceIndex(CPI)
CPI=EV/AC SPI=EV/PV
SchedulePerformanceIndex(SPI)
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CPI/SPIexample

PV=$42,000 EV=$38,000 AC=$48,000 CPI=EV/AC =$38,000/$48,000=0.79 SPI=EV/PV =$38,000/$42,000=0.90
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EstimateatCompletion(EAC)
Themanagementsassessmentofthecostoftheproject atcompletion
Aftervarianceanalysis,theestimatedcostatcompletionis determine
AnEACisaforecastofthemostlikelytotalvaluebased onprojectperformanceandriskquantification. EACistheprojectedoranticipatedtotalfinalvaluefora scheduleactivity,WBScomponent,orprojectwhenthe definedworkoftheprojectiscompleted.
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EACCalculations
Scenario#1:EACforecastingtechniqueisbasedupon theperformingorganizationprovidinganestimateat completion. EACusinganewestimate.
EACequalstheactualcoststodate(ACC)plusanewETC thatisprovidedbytheperformingorganization. Thisapproachismostoftenusedwhenpastperformance showsthattheoriginalestimatingassumptionswere fundamentallyflawedorthattheyarenolongerrelevant duetoachangeinconditions. Formula:EAC=ACC+ETC

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EACCalculations
Scenario#2:themostcommonforecastingtechniques forcalculatingEACusingearnedvaluedataaresome variationof:
EACusingremainingbudget.
EACequalsACCplusthebudgetrequiredtocompletethe remainingwork,whichisthebudgetatcompletion(BAC) minustheearnedvalue(EV). Thisapproachismostoftenusedwhencurrentvariancesare seenasatypicalandtheprojectmanagementteam expectationsarethatsimilarvarianceswillnotoccurinthe future. Formula:EAC=ACC+BACEV
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EACCalculations
Scenario#3:EACusingCPIC.
EACequalsactualcoststodate(ACC)plusthebudget requiredtocompletetheremainingprojectwork,whichis theBACminustheEV,modifiedbyaperformancefactor (oftentheCPIC). Thisapproachismostoftenusedwhencurrentvariances areseenastypicaloffuturevariances. Formula:EAC=ACC+((BACEV)/CPIC)
Eachoftheseapproachescanbethecorrectapproachfor anygivenprojectandwillprovidetheproject managementteamwithasignaliftheEACforecastsare notwithinacceptabletolerances.

EarnedValueExample
PV=$3000,EV=$2500,AC=$2800,BAC=$4000 Find:CV,CPI,SV,SPI,EAC,ETC&VAC
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EarnedValueExample
CV=EVAC=25002800=300
weareoverbudgetby$300
CPI=EV/AC=2500/2800=0.893
wearegetting89centsoutofeverydollarweputinthe project
SV=EVPV=25003000=500
wearebehindschedule
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EarnedValueExample
SPI=EV/PV=2500/3000=0.833
weareonlyprogressingat83%oftherateoftheplanned wearecurrentlyestimatethatthetotalprojectwillcost$ 4479 weneedtospend$1679tofinishtheproject
EAC=BAC/CPI=4000/0.893=4479
ETC=EACAC=44792800=1679
VAC=BACEAC=40004479=479
wearecurrentlyexpecttobe$479overbudget,whenthe projectiscompleted
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10CommunicationKnowledgeArea
10.5ReportPerformance
ReportPerformance
Itistheprocessofcollectinganddistributing, performanceinformation,including:

statusreports, statusmeasurements,and forecasts. inputtothisprocessinvolvesresultssuchas;deliverables status,scheduleprogressandcostsincurred. Workperformancemeasurementsgeneratesactivity metricstoevaluatePlannedversusActualschedule/cost/ technicalperformance.

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Workperformanceinformation

ReportPerformance
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ReportPerformanceToolsandtechniques
VarianceAnalysis
(afterthefactlookatwhatcausedthedifferencebetween thebaselineandtheactualperformance)throughcommon steps;

(1)verifythequalityoftheinformation (2)Determinevariances (3)Determinetheimpactofthevarianceoncostand scheduleandmore.
ForecastingMethods
classifiedas;timeseriesmethods,causaleconometric methods,judgmentalmethods,andothermethods. Suchasstatus/performancereviewmeetings.

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CommunicationMethods
PerformanceReportsOutput
Mayhavecommonformatssuchas:

barcharts, Scurves, histograms,and tables.
Varianceanalysis,earnedvalueanalysis,andforecast dataareoftenincluded. Theirformatsrangesfromsimpletomoreelaborate reportssuchas;analysisofpastperformance,summary ofchangesapprovedintheperiod..etc

ThankYou!
PMIMenaChapter
ChangeHistory
Ver 1.00 1.10 1.20 Date 20Nov2009 30Nov2009 6Oct.2010 Author Mohamed AbuSen Mohamed AbuSen Reviewe ReasonforChange r Amal Ismail Amal Ismail Amal Initialrelease. QCslidesweremovedtotheQuality Planningpresentations. Dividingcontrollingsessioninto2 parts
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Monitoring&Controlling ProcessGroup(part1)

Comparingactualprojectperformanceagainsttheproject managementplan. AnalyzingandAssessingperformancetodetermine whetheranycorrectiveorpreventiveactionsareindicated. Providingforecaststoupdatecurrentcostandschedule information. Monitoringtheimplementationofapprovedchanges. Monitoringprojectrisk.

Currentstatus, Accomplishments, Milestonesstatus, Identifiedissues, Forecasts .

Organizationcommunicationrequirements, Financialcontrolsprocedures, Issuesanddefectmanagementprocedures, Riskcontrolprocedures, Processmeasurementdatabaseusedtomakeavailable measurementdataonprocessesandproducts, Lessonslearneddatabase.

Usedbytheprojectmanagementteamtointerpretthe informationprovidedbythemonitorandcontrol processes.

Changeswhichmayexpand,adjust,orreduceprojector productscope, Changescanimpacttheprojectmanagementplan,project documents,orproductdeliverables, Changesmayincludebutarenotlimitedto:

Schedulemanagementplan, Costmanagementplan, Qualitymanagementplan, Scopebaseline, Schedulebaseline,and Costperformancebaseline

Reviewingallchangerequests, Approvingchanges,and Managingchangestothe:

Deliverables, Organizationprocessassets, Projectdocuments,and Projectmanagementplan.

Thechangemanagementprocessperformedfrom projectInitiationthroughClosing. ChangeControlisnecessarybecauseprojectsseldom runexactlyaccordingtotheprojectmanagementplan.

howtosubmitchangerequests, howtomanagechangerequests,and themanagementimpactsofthechangesastheypertainto projectperformance

First,Itisrecommendedthatyourequireallchange requeststobesubmittedinwriting.Thisistoclarifythe changeandmakesurenoconfusionexistsregardingwhat isrequested. Second,allchangerequestsmustcomethroughtheformal changecontrolsystem.

Ifyouallowchangestooccurtotheprojectwhenever requested,youwouldprobablynevercompletethe project.

Configurationmanagementsystemwithintegrated changecontrolprovideastandardized,effective,and efficientprocesstocentrallymanagechangeswithina project. Theconfigurationmanagementinclude:

identifying, documenting,and controllingchangestothebaseline.

Productconfigurationisdefinedandverified, Productsanddocumentsarelabeled, Changesaremanaged,and Accountabilityismaintained.

registered, assessed, approved, tracked,and correctlyimplemented

informationisrecordedandreportedastowhen appropriatedataabouttheconfigurationitemshouldbe provided. Thisinformationincludesalistingof:

approvedconfigurationidentification, statusofproposedchangestoconfiguration,and theimplementationstatusofapprovedchanges.

Theprocessofmonitoringthestatusoftheprojectto updateprojectprogressandmanagechangestoschedule baseline.

Determiningthecurrentstatusoftheprojectschedule Influencingthefactorsthatcreateschedulechanges Determiningthattheschedulehaschanged Managingtheactualchangeswhenandastheyoccur

actualstartandfinishdates, %complete,and remainingdurationforworkinprogress.

Amethodofmeasuringprojectperformanceby comparingtheamountofworkplannedwiththat actuallyaccomplished.

EV,theamountoriginallybudgetedfortheworkthathas beencompletedorisinprocess PV,theamountbudgetedfortheworkthatwasplannedto havebeenaccomplished

SV=EVPV Anegativeresultmeanslessworkhasbeenperformed thanwasplanned

EV:theamountoriginallybudgetedforthework completedorinprocess AC:theactualcostsofthatwork

CV=EVAC AnegativeCVmeansmoredollarswerespentto accomplishtheworkthanwasplanned

PV=$42,000 EV=$38,000 AC=$48,000 CPI=EV/AC =$38,000/$48,000=0.79 SPI=EV/PV =$38,000/$42,000=0.90

AnEACisaforecastofthemostlikelytotalvaluebased onprojectperformanceandriskquantification. EACistheprojectedoranticipatedtotalfinalvaluefora scheduleactivity,WBScomponent,orprojectwhenthe definedworkoftheprojectiscompleted.

Scenario#1:EACforecastingtechniqueisbasedupon theperformingorganizationprovidinganestimateat completion. EACusinganewestimate.

EACequalstheactualcoststodate(ACC)plusanewETC thatisprovidedbytheperformingorganization. Thisapproachismostoftenusedwhenpastperformance showsthattheoriginalestimatingassumptionswere fundamentallyflawedorthattheyarenolongerrelevant duetoachangeinconditions. Formula:EAC=ACC+ETC

Scenario#2:themostcommonforecastingtechniques forcalculatingEACusingearnedvaluedataaresome variationof:

EACequalsACCplusthebudgetrequiredtocompletethe remainingwork,whichisthebudgetatcompletion(BAC) minustheearnedvalue(EV). Thisapproachismostoftenusedwhencurrentvariancesare seenasatypicalandtheprojectmanagementteam expectationsarethatsimilarvarianceswillnotoccurinthe future. Formula:EAC=ACC+BACEV

EACequalsactualcoststodate(ACC)plusthebudget requiredtocompletetheremainingprojectwork,whichis theBACminustheEV,modifiedbyaperformancefactor (oftentheCPIC). Thisapproachismostoftenusedwhencurrentvariances areseenastypicaloffuturevariances. Formula:EAC=ACC+((BACEV)/CPIC)

Eachoftheseapproachescanbethecorrectapproachfor anygivenprojectandwillprovidetheproject managementteamwithasignaliftheEACforecastsare notwithinacceptabletolerances.

weareonlyprogressingat83%oftherateoftheplanned wearecurrentlyestimatethatthetotalprojectwillcost$ 4479 weneedtospend$1679tofinishtheproject

statusreports, statusmeasurements,and forecasts. inputtothisprocessinvolvesresultssuchas;deliverables status,scheduleprogressandcostsincurred. Workperformancemeasurementsgeneratesactivity metricstoevaluatePlannedversusActualschedule/cost/ technicalperformance.

(afterthefactlookatwhatcausedthedifferencebetween thebaselineandtheactualperformance)throughcommon steps;

(1)verifythequalityoftheinformation (2)Determinevariances (3)Determinetheimpactofthevarianceoncostand scheduleandmore.

classifiedas;timeseriesmethods,causaleconometric methods,judgmentalmethods,andothermethods. Suchasstatus/performancereviewmeetings.

barcharts, Scurves, histograms,and tables.

Varianceanalysis,earnedvalueanalysis,andforecast dataareoftenincluded. Theirformatsrangesfromsimpletomoreelaborate reportssuchas;analysisofpastperformance,summary ofchangesapprovedintheperiod..etc

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