Control AspectsCommon to All MC Process Groups

&Control Schedule

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MEC-2

Integration 1. M&C Proj Work2. Perform Integrated Change Control

Scope 3. Validate Scope4. Control Scope

Time 5. Control Schedule

Cost 6. Control Costs

Quality 7. Control Quality

HR

Comm 8. Control Communication

Risk 9. Control Risks

Procurement 10. Control Procurements

Stakeholder 11. Control Stakeholder Engagements

MEC in PMI Perspective

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Overall Project Controls

Project Deliverables

Agenda

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1. WPD, WPI & WPR

2. General Scheme of any M&C Process Group

3. Control Schedule

Monitoring, Evaluation & Control Data Flow

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Work Performance Data: Raw observations & measurements identified during activities being performed to carry out the project work

eg % work completed, Q & Tech Performance Measure, Actual Costs, Actual Durations etc

Manifestation of MONITORING Produced by the overall Direct & Manage Process Group Goes to the Respective Monitoring & Control Process

Group

Monitoring, Evaluation & Control Data Flow

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Work Performance Information: Performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas

eg Variances, Status of Deliverables, Implementation Status of Change Requests, Forecasts etc

Manifestation of EVALUATION Produced by the respective Monitoring & Control

Process Group Goes to the Over All Project Control (Monitor & Control

Project Work)

Monitoring, Evaluation & Control Data Flow

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Work Performance Reports: Physical or electronic representation of work performance information compiled in project documents, by the Overall Project Control (Monitor & Control Project Work), intended to generate decisions, actions, or awareness

eg Status Reports, Memos, Information Notes, Electronic Dashboards, Briefs, Recommendations etc

Manifestation of CONTROL Produced by the Overall Project Control Go to the Integrated Change Control, Project

Management Plan & Project Communications

Project Data, Information & Report Flow

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D&M Proj Work

Respective M&C PG

Overall Proj Cont

(M&C Proj Work)

Integrated Change Control

• WPD

• WPR

• WPI

Project Manage-

ment Plan

Project Comm-

unication

General ITTO Scheme of any M&C Process Group

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M&C Process

Group in any KA

• PMP (KA PMP)•WPD (D&M Proj Wk)• OPA

•WPI• Change Request• PMP Updates• PD Updates• OPA Updates

What is Schedule Baseline?

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Approved Version of the Schedule Model, comprising:‒ Start & Finish Dates‒ Sequencing & Logical Relationship (Dependencies)‒ Milestones

Presented in the form of:‒ Gantt or Bar Chart‒ Milestone Chart‒ Network Diagram

….Cont’d

Control Schedule Inputs & Outputs

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Control Schedule

1. PSMP (PMP)2. WPD (D&M PW)3. OPA

1. WPI2. Change Request3. PSMP Updates4. PD Updates5. OPA Updates

4. Proj Schedule5. Proj Calendars6. Schedule Data

6. Schedule Forecasts

Control Schedule Inputs

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Input Details

PSMP Schedule Baseline

WPD • Activities Completed with Start & Finish Dates• Activities in Progress with Start Date & % Complete

OPA • Schedule control policies, procedures, guidelines• Control Tools• Monitoring & Reporting Methods

Proj Schedule

Proj Calendars One or more Calendars

Schedule Data • Milestones• Activities• Activities Attributes• Assumptions & Constraints

Control Schedule Outputs

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Output Details

WPI SV & SPI for WBS components (WPs & Control Accounts)

Change Request Based on Schedule Variance Analysis, Recommendations for:• Changes to Baselines (Schedule, Cost, Scope etc)• Corrective, Preventive Actions & Defect Repairs

PMP Updates • Schedule control policies, procedures, guidelines• Control Tools• Monitoring & Reporting Methods

PD Updates • Schedule Baseline ?• PSMP for any changes in Proj Schedule Management• Cost Baseline ?

OPA Updates • Schedule Data• Project Schedule updated with actual situation• Risk Register updated the schedule delay risks

Schedule Forecast Indirectly from Estimate At Completion (EAC)

Control Schedule Tools & Techniques

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Tool Category Tools

Performance Reviews • Trend Analysis• CPM• CCM• EVM

Project Management Software e.g. MS Project, @ Risk

Resource Optimization Techniques

• Resource Levelling• Resource Smoothing

Modelling Techniques • What-If Scenario• Simulation (Monte Carlo)

Leads & Lags

Schedule Compression • Crashing• Fast Tracking

• Reduce Scope• Lower Quality

Scheduling Tool Gantt Chart (Manual or Software)

Trend Analysis

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Variance Trend Performance Index Trend

Regression Analysis

• Performance improving or deteriorating? • Forecast

Critical Path Method

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• Variance on Critical Path have a direct impact on the Project• Variance on Near Critical Paths can identify Schedule Risk; more the Near Critical Paths,

more the Risks of Delays• Status of Floats; more the remaining float more the flexibility, security

Critical Path Method

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Difference between Buffer remaining and Buffer needed to protect the delivery/completion date of a Deliverable can help determine CORRECTIVE ACTION

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4

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Earned Value Management (EVM)

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• Tool to determine both Cost & Schedule Variances• Schedule Variance determined in terms of Costs• Key Terms (Some common with Cost Variance, others specific to

Schedule Variance: - Planned Value (PV)- Earned Value (EV)- Actual Cost (AC)- Schedule Variance (SV)- Schedule Performance Index (SPI)

EVM – Simplified Example

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Procurement Project• 200 heavy duty concrete security blocks• Price: Rs 2,000K/Rs 10K per block• Delivery Time: 20 days/10 blocks per day• Contract Type: Cost Reimbursable

Situation at the end of Day 1080 blocks delivered; Contractor invoiced Rs 900K for these 80 blocksConsiderations• 80 blocks should have cost: 80 x Rs 10K = Rs 800K. This is EV• At the end of Day 10, 100 blocks should have been delivered, which

would have cost: 1,000 x Rs 10K = Rs 1,000K. This is PV• These 80 blocks actually cost Rs 900K. This is AC

EVM – Simplified Example

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EV = 800K

PV = 1,000K

SV=2 Days

BAC = 2,000K

SV = 1,000K-800K = 200K = 2 Days

SV has nothing to do with AC

Schedule Slippage

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 200

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40

60

80

100

120

140

160

180

200

220

Time in Days

Rupe

es in

Tho

usan

ds

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AC = 900K

Term Formula What it means

Planned Value (PV) As of today, the estimated value of the WORK PLANNED to be done

Earned Value (EV) As of today, the estimated value of the WORK ACTUALLY ACCOMPLISHED?

Budget at Completion (BAC)

BUDGET for the TOTAL PROJECT

Schedule Variance (SV) = EV-PV Difference between ACCOMPLISHED WORK & PLANNED WORK (+ ahead, - behind schedule)

Schedule Performance Index (SPI)

= EV/PV Comparison of ACCOMPLISHED WORK with PLANNED WORK (ACCOMPLISHED WORK as fraction or % of PLANNED WORK) (>1 ahead, <1 behind schedule)

EVM for Schedule Variance - Terminology

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Earned Value Management

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RISK

PV

AV

EV

• Tool to determine both Cost & Schedule Variances• Schedule Variance determine in terms of Costs

Resource Levelling

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• Adjustment of Start & Finish Dates to produce a Resource Limited Schedule• Lengthens the Schedule & increases Cost to deal with a limited

amount of Resources, Resource Availability and other Resource Constraints• Also caters to situation where lengthening of Schedule is preferred

to hiring Resources• Can cause change in the Critical Path or generate Near Critical

Paths

Resource Levelling

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Resource Smoothing

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• A technique that adjusts the activities of a Schedule Model such that the requirements for Resources on the Project do not exceed certain Predefined Source Limits

• Usually applied considering the Float of their activities so that completion dates are not changed, thereby maintaining the integrity of the Critical Path• Critical Path is not changed

Crashing

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• Adding or adjusting resources in activities on the Critical Path in order to compress the schedule while maintaining the original Project Scope• Trades Time for Money

• Downside: Increased Costs, and possibly Risk

R1, R2 R1, R2,R3, R4

Fast Tracking

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• Doing Critical Path activities in-Parallel which were originally planned in Series

• Downside: Often results in Rework (Cost), usually increases Risk and requires more attention to Communication

What-If Scenario

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• Process of evaluating scenarios in order to predict their Effect (+ve or –ve) on Project Objectives• Schedule Network Analysis performed using Schedule to compute

difference scenarios such as delays in major component delivery, extension of specific engineering durations, force majeure etc•Out of analysis used to assess the Feasibility of the Project

Schedule under adverse conditions, preparing Contingency & Response Plans to overcome or mitigate he impact of the unexpected situations

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What-If Scenario

Project Duration

Simulation

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• Calculating Multiple Project Durations with different sets of activity Assumptions, usually using Probability Distributions constructed from the 3-Point Estimates to account for uncertainty eg Monte Carlo simulation

What Monitoring & Control Project Work Entails?

30….Cont’d