1. PROJECT CONTROL

2. PROJECT CONTROL
 Project Controls can be defined as - Management action, either
preplanned to achieve the desired result or taken as a corrective
measure by the monitoring process.
 Project controls is mainly concerned with the metrics of the
project, such as quantities, time, cost, and other resources
 Project Control is a subset of Project Management with the
primary focus of managing the project’s cost and schedule.
 Project Controller generates the project’s cost/ schedule
information while the Project Manager consumes the
information generated and makes decisions for the project.

3. INPUTS TO PROJECT CONTROL
 Project Implementation Basis
 Asset Historical Data
OUTPUTS FROM PROJECT CONTROL
 Asset
 Project Performance Information
 Project Actual Data

4. Project Controls team analyzes
• Project Control team get information from technical team leads,
procurement, construction, project manager, vendors, sub-
contractors, client, finance department
• Project Controls team analyzes the data received from the project
team members and develops Project Plans, which usually includes:
• Project Cost Estimate
• Project Budget
• Budget allocation
• Resource Plan
• Project Schedule

5. Project Controls team

6. STEPS IN PROJECT CONTROL
PROCESS
1
2
3
•Project Planning
•Project Execution
•Project Evaluation

7. 1. PROJECT PLANNING
• Scope
• Schedule
• Cost
Nature of the
Project Plan
• CPM critical path method (CPM)
• PERT Program Evaluation Review TechniqueNetwork Analysis
• parametric estimating
• cost per unit
• total cost.
Estimating Cost
 IdentifyYour Goals
 Review WhatYou Have
 Define the Costs
 Create the Budget
Preparing the
Control budget

8. 2. PROJECT EXECUTION
Actual execution of project takes place
In the stage, data on actual cost, actual time and
actual accomplishment are compared with
estimates.
Managers seeks three types of reports:
Trouble Progress
Report
Financial
Report

9. 3. PROJECT EVALUATION
Evaluation of Performance
• Evaluation of Management and process of project
Cost Overruns
• When actual cost exceeds budgeted cost.
Hindsight
• To discover instances where “right” decision was not made.
Evaluation of Results
• Whether the project achieved its objective. It might take many
years to completely evaluate a project. Unless action can be taken
based on analysis there is no point in evaluating a project

10. THANKYOU