Project Control
Control =Measure + Comparison +Analysis + Action
Control:
Time
Cost
Quality
Milestones:
Progress milestones
Contractual milestones
1
Time Management system
No plan can ever be perfect.
No planner can anticipate every future job conditions.
Problems arise every day that could not have been
foreseen such as:
Adverse weather
Material delivery delay
Labor disputes
Equipment breakdowns
Job accidents
Change orders
Thus, after construction starts, the original schedule
must be evaluated.
2
Time Management Cycle
Establish operational
schedule
Measure and report progress
Compare actual achievement
with that planned
Determine effect on
completion date
Plan and implement
corrective action
Update operation schedule
3
Needed Information for Updating
At regular intervals, the stage of project advancement is
observed and reported.
At each cutoff date, note is made of :
Completed activities
Canceled (deleted ) activities
New (added ) activities
New relations between activities (new dependencies)
Logic dependency
Resource dependency
The changes in activities durations
New stopping periods
Time of conducting the update
4
Progress measurement
To make periodic measurement of progress in the field,
consider network activities.
The advancement of an activity in the progress can be
expressed in different ways.
Commonly used methods are:
1. Estimated number of working days required to complete the
activity
2. Estimated percentage completion of the activity in terms of
time
3. Quantities of work units put into place
5
Progress measurement
Working days to complete = d (1- P/100)
Working days to complete = d (1- W/T)
Where:
d = total activity duration in working days
P = estimated percentage of completion
W = number of work unites put into place
T = total number of work units associated with the activity
The above equation assumes a straight lint equation
between time and work accomplishment.
6
Comparison
On receiving the progress measurement from the field,
management must compare the information with the
latest schedule.
The comparison could be in form of tables or bar chart.
The bar chart is an excellent tool for recording progress
information.
However, it is not a proper tool for evaluating the overall
time status of the project.
Also, bar chart consumes a lot of time and money if it is
done manually.
7
Progress Analysis
The analysis of job progress is done to determine the
effect of this latest information on the project completion
date.
The analysis is concerned with determining the present
length of critical path.
If OK, check the possibility of the formation of a new
critical path
To do this, check the LF of non critical activities with
their actual finish times.
There is a need to identify the reasons of activity delays.
8
Corrective Actions
After analyzing the progress report, a decision must be
made to what corrective action is needed.
Small delays will not usually require any particular
corrective action. Using contingency allowances will
provide the needed time.
Corrective actions are needed in the following cases:
1. Activities fall behind their late start and late finish dates
2. Substantial resource delays
3. Duration of future activities are unrealistic
4. Logic changes of future work