7. Project Control: The Big Picture …
Give
n
Resources for
PC (the 4-M’s)
Project is
Off-track
8. Project Control: The Big Picture …
Give
n
Resources for
PC (the 4-M’s)
Project is
Off-track
Resources available to the Project Manager for Project Control:
- Money
- Manpower (labor)
- Materials
- Machinery (Equipment)
9. Project Control: The Big Picture …
Give
n Mechanism and
Elements of PC
Resources for
PC (the 4-M’s)
Adjust the
resources
Adjust the project
characteristics:
size, scope, etc
Project is
Off-track
10. Project Control: The Big Picture …
Give
n Mechanism and
Elements of PC
output
Resources for
PC (the 4-M’s)
Project is
Off-track
Adjust the
resources
Adjust the project
characteristics:
size, scope, etc
Project
brought
back on-
track
Was the Project Control successful? How can we tell?
12. PROJECT CONTROL DEFINITION :
Monitoring and controlling are
processes required to track, review
and regulate the progress and
performance of the project.
(to track = to follow ,to review = to go
over, to regulate = to put in order)
By monitoring and controlling – the
project performance is observed and
measured regularly and consistently
to identify variances from the project
management plan.
13. 1. What are to be monitored &
controlled?
2. What is monitoring ?
3. What is controlling ?
4. Who does the monitoring &
controlling ?
5. What are the project aspects
they monitor & control?
6. What is document used in
Monitoring & Controlling ?
14. 1.To monitor & control– project team & work
to be done.
2.Monitoring - collecting & measuring
performance information & assessing the
results .
3.Controlling - corrective or preventive action
to be done .
4.The monitoring & controlling – by Project
Manager & Project Management Team.
5. They monitor & control – scope, schedule
(time) & cost + Quality.
6. Document used in Monitoring & Controlling
– Project Management Plan.
15. MONITORING & CONTROLLING A CONSTRUCTION PROJECT
To monitor Project Objectives &
“Triple Constraints” :
• Performance
• Time
• Cost
With Quality
16. 1)Performance/scope
Some factors affecting project performance:
• Unexpected technical problems – e.g nature of
the project beyond expectation.
• Insufficient resources when needed .
• Unexpected technical difficulties – e.g due to
site condition or soil condition.
• Client requires changes in technical
specifications.
17. 2) Time- schedule
• Technical difficulties take longer than
planned to solve.
• Initial time estimate is not enough.
• Task sequencing is incorrect – incorrect
timing.
• Scope of work increases.
• Required material, labor/equipment
unavailable when needed.
18. 3) COST
- Technical difficulties that require
more resources
- Scope of work increases
- Bid amount (accepted for the
contract award) is too low
- Reporting of the monitoring
results are poor/late
- Project budgeting for contractor
cash flows not done right
- Changes in market prices of the
inputs
21. MONEY AS A PC RESOURCE
Not a direct resource
Rather, used to influence the amounts
or quality of the other resources
22. USING EQUIPMENT FOR PC
Often used to augment labor in order to
speed up project
Can be expensive
May involve renting or purchasing
23. Materials and Supplies as a PC Resource
Increase in quality or quantity may be
necessary to enhance project control
Improved inventory systems for materials
24. MANPOWER AS A PC RESOURCE
Project problems (time delays, excess
costs, poor performance, etc.) are partly
due to the human element (action or
inaction)
In using Manpower as a tool for project
control, PM encounters human emotions
(anger, fear, frustration, etc.)
27. 3. Elements of Project Control
Manpower-related Control
Machinery-related Control
Money-related Control
Material-related Control
3A. Resource-related
Re-allocate resources
28. Elements of Project Control
Manpower
Machinery
Money
Materials
3A. Resource-related
Re-allocate resources
Also referred to as ”Human Resource Control”
- Lay-off/fire any under-performing staff
- Hire staff with needed skills
- Assign staff with specific skills to specific
activities
29. Elements of Project Control
Manpower
Machinery
Money
Materials
3A. Resource-related
Re-allocate resources
Also referred to as ”Physical Asset Control”
- Remove any under-performing equipment
- Bring in equipment with appropriate capabilities
- Re-assign specific equipment to specific activities
30. Elements of Project Control
Manpower
Machinery
Money
Materials
3A. Resource-related
Re-allocate resources
Also referred to as ”Financial Resource Control”
- How much money should be spent?
- How should it be spent?
- PM assisted by:
- Project accountant
- Project Finance Manager
31. Elements of Project Control
Manpower
Machinery
Money
Materials
3A. Resource-related
Re-allocate resources
- Discontinue use of sub-standard material
- Seek new sources of superior material
32. Elements of Project Control
Options:
- Reduce project size?
- Reduce project scope?
- Terminate project?
3B. Project-related