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Project Control Process in Engineering

The document discusses project control processes including progress measurement, earned value concepts, and monitoring and controlling a project. Traditional and modern approaches to progress measurement are covered. Earned value concepts including building a baseline, recording actuals, and measuring progress are explained with an example. Regular monitoring and controls during project phases including scope, schedule, cost, quality, risk and contract management are also discussed.

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Harold Taylor
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19 views13 pages

Project Control Process in Engineering

The document discusses project control processes including progress measurement, earned value concepts, and monitoring and controlling a project. Traditional and modern approaches to progress measurement are covered. Earned value concepts including building a baseline, recording actuals, and measuring progress are explained with an example. Regular monitoring and controls during project phases including scope, schedule, cost, quality, risk and contract management are also discussed.

Uploaded by

Harold Taylor
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.

Al-Qassim University College of engineering General Engineering Department GE 402 Project Management

PROJECT CONTROL PROCESS

by Sultan Sannat Alotaibi 426035210 25-5-2010

Submitted To Prof. Tomas U. Ganiron Jr

8-1 PROJECT CONTROL PROCESS


Purpose : to ensure that project objectives are met by monitoring and measuring progress and taking corrective actions when necessary

8-2 Progress Measurement


Traditional Approaches to Progress Measurement Budget vs. actual Percent complete Trust me Modern Approaches Smaller projects or projects with unstable scope: If we dont change our direction, we are likely to end up where were headed. Anonymous Weekly or biweekly deliverables Done or not done Larger projects: Earned value

8-3 Earned Value Concepts


Earned Value Mechanics Build (and plot) your baseline Record (and plot) the actuals Measure (and plot) progress

Example
Information developed by planning: WBS with 108 technical activities and 18 management activities. Estimates show that all 126 activities will require 1 person for 1 week. You are constrained to have three full-time staffers plus one half-time project manager. Staff and PM both cost $1,000 per week. Build Your Baseline

Solution
1- Build Your Baseline Month 1 2 Staff PM $12,000 $2,000 $12,000 $2,000 9 $12,000 $2,000 Total $108,000 $18,000 Total $14,000 $14,000 $14,000 $126,000

2-Plot Your Baseline


Scheduled Cost ($126,000)
Cumulative Values

Time

3-Record Your Actuals


Month # Staff Staff $ PM Total

1
2 3 4

3.5
3.5 4.7 4.5

$12,000
$12,000 $16,000 $16,000 $56,000

$2,000
$2,000 $3,000 $2,000 $9,000

$14,000
$14,000 $19,000 $18,000 $65,000

Total n/a

4- Plot Your Actuals


Scheduled Cost ($126,000)
Cumulative Values

Actual Cost ($65,000)

Time

5-Measure Your Progress


Mo. Done Not
1 2 3 4 10+2 2 9+2 5

Staff
$10,000 $9,000 $13,000 $16,000 $48,000

PM
$2,000 $2,000 $2,000 $2,000 $8,000

Total
$12,000 $11,000 $15,000 $18,000 $56,000

13+2 4 16+2 0 n/a

Tot. 56

6-Plot Your Progress


Scheduled Cost ($126,000)
Cumulative Values

Actual Cost ($65,000)

Earned Value ($56,000) Time

8-7 Monitor and Control


During all of the phases and the process groups, regular monitoring and controls are required. These include : scope change management, change management, quality control, time management, budget management, risk management and contract administration.

Activities in this group are:


Monitor and Control Project Work Integrated Change Control Scope VerificationScope Control Schedule Control Cost Control Perform Quality Control Manage Project Team Performance Reporting Manage Stakeholders Risk Monitoring and Control Contract Administration

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