introduction to project control
TRANSCRIPT
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Launch of the new
Introduction to Project Control
Neil Curtis
APM Conference 2010
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Background
Planning SIG launchedIntroduction to Project Planning
atAPM Conference in October 2008
Discussions began in Planning SIG about follow-on projects: u e o pro ec pannng Scheduling maturity model?
Planning qualifications?
control: Because project planning and project control go together Planning defines a project, including control arrangements
Difficult or impossible to control without a plan No specific APM publication about project control So perhaps a project control publication?
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What Is Project Control?
Project control is often referred to.
.and it seems that it must be a project.
.but its not even defined in the 5th Edition ofthe APM Bod of Knowled e!
Many disciplines, processes and techniquesare defined in BoK and other APM publications
ro ect contro must e n t ere somew ere But what is it?
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Thoughts About Project Control
Projects are unique, transient, risky and unstable:
Project plans are imperfect and projects deviate from them Problems arise and small variances can become large
So project control is required: Monitoring is not enough
Variances from plan must be identified and corrected se c ose oop con ro , ase on ee ac Need to be proactive, not just reactive use feed forward from
one project to the next Need to control all aspects of a project:
Scope Quality, time and cost Risks .
So perhaps project control involves multiple processes?
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(continued)
More reactive More proactive
At one end: mostly reactive, highfrequency, relatively informal
Higher frequency Lower frequency
,lower frequency, more formal
Blending from:
Pure roect control via
Internal to the project External to the project
programmes and portfolios tobusiness level
Operational via tactical toOperational Tactical Strategic
Project Portfolio/programme Business
strategc Control to management
Doing the project right to doing
Control processes Management processes
Doing the project right Doing the right project
Inner loop to outer loop Inner loop processes Outer loop processes
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Inner Loop & Outer Loop Control Inner loop control: mostly within the project, by the project team,
de endin of life c cle hase
Outer loop control: around multiple projects, involving stakeholdersoutside the project team, throughout the project life cycle
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What Are The Project Control Processes?
processes In approximate innermost to outermost order:
Inner loop processes:
Performance Management
Outer loop processes:
Quality Assurance
Risk Management
Issue Management
Review
Life Cycle Management
Continuous Improvement
Portfolio Pro ramme
Change Management Management
Governance of ProjectMana ement
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Notes
,
Management: Earned Value Management is a powerful PerformanceManagement technique
Quality Planning is part of project planning Quality Control classified as an inner loop control process Quality Assurance and Continuous Improvement are classified
as outer loop control processes The following are much more than control processes:
Portfolio Management Pro ramme Mana emen
Governance of Project Management(Identified as outer loop processes in order to address theircontributions to project control)
-doing the work
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Hence the Introduction to Project Control:
Contributors: Ken Sheard (Planning SIG chair), Neil Curtis (lead author),
J enn Browne, Andrew Chillingsworth, Martin Eveleigh, Guy Hindley, AllanJ ones, Mike Semmons, Simon Springate, Thanos Tsourapsas and PaulWasket
-other APM publications: New context for established processes
Some refinements (e.g. project life cycle) . .
management) Introduction-level document:
Broad but not deep Referring to other APM publications for details
Should be of interest to those new to project management Hopefully of interest to planning and control practitioners and to the project
management community in general An imperfect first attempt at defining project control
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Scope and Contents
What is project control?
Spectrum of control
Inner & outer loop processes
Why control?
To maximise chances of project success
When to control? roug ou e pro ec e cyc e
Who controls?
The roles of project stakeholders
Description of the control processes
Significance of the project management plan
Characteristics of ood roect control
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Characteristics of Good Control
Should look to the past:
To immediate past performance to identify and correct variances
To previous projects to avoid the same mistakes
Trends, forecasts, estimates at completion; risk management
Aim to avoid problems rather than fire fighting
Is more than just monitoring:
Monitoring alone wont correct variances
Effective action must be taken closed loop control
Is dependent on an appropriate organisational culture:
Challen in but su ortive
Effective sponsorship Depends on an organisational infrastructure:
Obtained through experience and investment
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Definitions of Project Control
Narrow definition: The application of processes to measure project
performance against the project plan, to enablevarances o e en e an correc e , so aproject objectives are achieved.
Wider definition:
,management processes within a framework ofproject management governance to enable anor anisation to do the ri ht ro ects and to do them
right. Project control ensures both doing projects right and
doing the right projects
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Summary
Projects need control because they are unique, transient, risky andunstable:
Variances will grow if not corrected
ey po n s:
Projects use a spectrum of control
Project control uses multiple, inter-related processes
Control is closed loop identify variances and act on them
The project management plan is vital defines the plan andthe management
Project control uses processes and techniques from the whole ofproject management
Introduction to Project Control integrates the control processes in a
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Any Questions?