Chapter 12

Project Control Techniques

Objectives

• Periodic control techniques

• Preventive control techniques

• Cost control

The Project Meeting-Tracking and Control

• The purpose of meeting is to solve problems. The meeting provides a reliable time and place for problems to be raised, discussed, resolved, and the project put back on track.

• Time horizon: activities between the last meeting and the next one. Also overdue items and imminent significant milestones. Red flag items need their own dedicated meeting as soon as they come up.

• Invite only those who must contribute: along with the decision makers. The smaller the group, the more effective the meeting.

• Distribute agenda in advance: This gives them a chance to prepare the information they will need for the meeting.

• Start and finish on time: The meeting should last 30 to 45 minutes.

• Get updates first: Address critical path activities first. Updates should be simple – complete, on-track, ahead of schedule by x days, behind schedule by x days. Reflect updates on the time-scaled network.

• Press for Critical Path Solutions: The problem activity on the critical path with the earliest due date gets the most attention. Get agreement on a solution that will recover the schedule.

• Document: record the minutes of each meeting.

• Close the meeting: Ask for recommendations, anticipated problems, and/or issues. Summarize action items and agreed solutions. Set the date for the next meeting.

The Official Project Log

• Your project team may be so anxious to please the customer that they give away the store.

• Change order: a document that is completed when a customer changes a specification, delivery method, or place, whose purpose is to record changes that would affect the project’s remaining true to the original contract.

• Document all changes and be certain the customer or designated representative signs the change order.

• Effects the change will have on the final project deliverables and budget should be noted on the change order.

The Personal Project Log

• It is your notes to yourself.• Include anything that appears out of the

ordinary.• What the personal project log will do for you is

retain events in written form, in case those events lead to some action or problem to the project later.

• When you are managing multiple projects, you will not be able to keep all the details in your head.

Tracking Charts

• Some managers use colors to denote on time tasks (green), possible problem areas (yellow), and serious glitches (red). A quick look at the chart tells the story.

Project Reporting

• Serves several functions:• 1. Informing stakeholders (fig 12-6, page 256) of project status and

projections – identify stakeholders and reporting needs.• 2. Assisting team members in staying on track – Gantt charts (fig

12-3, page 253).• 3. Confirming action items as a result of agreement and changes

(fig 12-8, page 259).• 4. Supporting request for changes in resources, time, and/or scope.• 5. Fulfilling contractual obligations.• 6. Keeping the flow of funding.

Preventive Control Techniques

• The earlier a problem is detected, the smaller it will be and the fewer resources it will require to solve.

• Anticipation of a problem is the earliest stage of detection, and is the key to prevention.

• 1. Find potential problem areas – ask people engaged in critical activities if they anticipate any difficulties.

• 2. Resolve problems on the spot – this affords the best chance for quick resolution or work–around.

• 3. Keep the commitment alive – your primary function is to keep the project on track.

• Time management techniques will allow you to get things done that need doing – begin the top priority items immediately. Then move on to the next highest priority, and so on.

• Delegate – it should be your first inclination. It helps train subordinates.

Cost Control

• 1. Budgeted cost: estimate the item’s cost during planning.

• 2. Contracted cost: approve contract or purchase requisition.

• 3. Committed cost: issue purchase order to vendor/contractor.

• 4. Earned value: work in progress.• 5. Invoiced cost: receive invoice.• 6. Incurred cost: issue payment.• Sample cost control log (fig 12-9, page 268).• Sample spending request note (fig 12-10, page 270).

Summary

Home Work

• 1. What is a change order?• 2. What will the personal project log do for you ?• 3. What is the earliest stage of detection of a

problem?