project monitoring and controlling
DESCRIPTION
Presented 11/12/2010TRANSCRIPT
Monitoring and ControllingYour Project
Tom Milner, PMP
2
Objectives
At the end of this session you will be able to
� Monitor and Control Changes in your Project
� Evaluate the Impact of Proposed Changes (scope, schedule, and cost)
� Control the Flow of Changes in your Project
� Stop Worrying and BE IN CONTROL
� Earn Your Pay as a Project Manager
3
Road Map
� Plan A
Project goes As Planned
� Plan B
Changes from the Peanut Gallery
� Plan C
Risk Happens
4
Project Goes As Planned
� Plan
� Do
� Check
� Act
5
Process Groups
� Initiating
� Planning
� Executing
� Monitoring & Controlling
� Closing
Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition,
©2008 Project Management Institute
6
Process Groups
Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition,
©2008 Project Management Institute
7
Process Groups
Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition,
©2008 Project Management Institute
8
Initiating
Project Charter
� Issued by sponsor
� Authorizes existence of a project
� Gives project manager the authority to
– Apply organizational resources
– Conduct project activities
� Like a contract
9
Planning
Project Management Plan
� Defines how a project is:
– Executed
– Monitored and Controlled
� May include other plans and documents
– Scope / Requirements
– Schedule Baseline / Milestones
– Budget / Cost Performance Baseline
10
Executing
� Direct and manage project execution
11
Monitoring & Controlling
� Monitor and Control Project Work
� Perform Integrated Change Management
12
Road Map
� Plan A
Project goes As Planned
� Plan B
Changes from the Peanut Gallery
� Plan C
Risk Happens
13
Project Goes As Planned
� Plan
� Do
� Check
� Act
14
Project Goes As Planned
� Plan – Set the Baseline
� Do – Execute Project Activities
� Check – Compare actual vs. planned project
performance
� Act – Take corrective action
15
Project Goes as Planned
� Plan – Set the Baseline
� Do – Execute Project Activities
16
Project Goes as Planned
� Plan
� Do
� Check – Compare actual vs. planned project
performance
– Tollgate Review
– Earned Value Analysis
17
Tollgate Review
LaunchTestDevelop-
mentDesignAnalysisConcept
CloseImproveAnalyzeMeasureDesign
18
Earned Value Analysis
� CV=EV-AC
� SV=EV-PV
EV: Earned Value – As of today, the estimated value of the work actually accomplished
PV: Planned Value – As of today, the estimated value of the work planned to be done
AC: Actual Cost – As of today, the actual cost incurred for the work accomplished
� CPI=EV/AC
� SPI=EV/PV
Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition,
©2008 Project Management Institute
19
Project Goes As Planned
� Plan
� Do
� Check
� Act – Take corrective action
– Within tolerances, no formal change request
– Outside tolerances, Project Manager enters a Change Request
20
Project Goes as Planned
Take corrective action
� Tolerances
How far off before you fix it
– 3 days late
– 10% over budget
� Measure each major deliverable
Or whole project?
21
Project Goes as Planned
� Measure each major deliverable
Or whole project?
22
Project Goes As Planned
� Plan
� Do
� Check
� Act
23
Road Map
� Plan A
Project goes As Planned
� Plan B
Changes from the Peanut Gallery
� Plan C
Risk Happens
24
Changes from the Peanut Gallery
� Integrated Change Management
� Change Request Form
� Change Control Board
� Manage Baselines
Only Approved Changes are Implemented
25
Changes from the Peanut Gallery
� Change Happens in all projects
� Change Requests Come from Stakeholders:
– Project Manager
– Sponsor
– Team Members
– Customer
– Regulators
– Peanut Gallery
Only Approved Changes are Implemented
26
Change Control Board
� Meets to review change requests
� Approves or rejects change requests
� Roles are clearly defined and agreed upon
by appropriate stakeholders
� All board decisions are documented and
communicated to stakeholders
for information and follow-up actions
Only Approved Changes are Implemented
27
Manage Baselines
� Approved changes are documented and
added to the project plan
� Manage baselines to include these changes
– Scope baseline
– Schedule baseline
– Cost baseline
28
Changes from the Peanut Gallery
� Integrated Change Management
� Change Request Form
� Change Control Board
� Manage Baselines
Only Approved Changes are Implemented
This Protects the Project Manager
29
Road Map
� Plan A
Project goes As Planned
� Plan B
Changes from the Peanut Gallery
� Plan C
Risk Happens
30
Risk Happens
� Change requests can result from risks
� An uncertain event or condition that, if it
occurs, has a positive or negative effect on a
project’s objectives
31
Risk Happens
Risk Management
� Plan Risk Management
� Identify Risks
� Perform Qualitative Risk Analysis
� Perform Quantitative Risk Analysis
� Plan Risk Responses
� Monitoring and Control Risks
Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition,
©2008 Project Management Institute
32
Risk Happens
Strategies to Manage Risk� Avoid� Transfer� Mitigate� Exploit� Share� Enhance� Acceptance
Extracted from A Guide to The Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition,
©2008 Project Management Institute
33
Risk Happens
� Risk mitigation may require action
� Project Manager submits a change request
� Change Control Board reviews request
� Approved or Rejected
� Communicate to Stakeholders
� Adjust Baselines
34
Risk Happens
� Change requests can result from risks
� An uncertain event or condition that, if it
occurs, has a positive or negative effect on a
project’s objectives
35
Road Map
� Plan A
Project goes As Planned
� Plan B
Changes from the Peanut Gallery
� Plan C
Risk Happens
36
Project Goes As Planned
� Plan
� Do
� Check
� Act
37
Changes from the Peanut Gallery
� Integrated Change Management
� Change Request Form
� Change Control Board
� Manage Baselines
Only Approved Changes are Implemented
� This Protects the Project Manager
38
Risk Happens
� Change requests can result from risks
� An uncertain event or condition that, if it
occurs, has a positive or negative effect on a
project’s objectives
39
Objectives
At the end of this session you will be able to
� Monitor and Control Changes in your Project
� Evaluate the Impact of Proposed Changes (scope, schedule, and cost)
� Control the Flow of Changes in your Project
� Stop Worrying and BE IN CONTROL
� Earn Your Pay as a Project Manager
