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6 views

5c.Project Scope Management, Planning _ Control Cycle.ppt(23Pages)

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348kolun
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EAT340 - Professional Engineering

Management Techniques

Project Scope Management,


Planning & Control Cycle

Lectorial 4 Session 4c: Mrs Helen Scott


Dr Ken Robson
Integration Management (Recap)
Consists of:

 Project plan development - integrating and


coordinating all project plans to create a
consistent, coherent document.

 Project plan execution - carrying out the project


plan by performing the activities included
therein.

 Integrated change control - coordinating


changes across the entire project.
Baseline Plan (1)

PM uses specification to develop a project proposal


which includes:

 Specification of product or service.


 Cost benefit analysis.
 Resource requirements and an indication whether
the deadline can be met.

 There are various guides to project planning (e.g.


BSI).
Baseline Plan (2)

The baseline plan is a portfolio of documents which


outline how to achieve the project objectives. It can
include:

 Schedule information
 Financial information
 Resource information

 All are need to guide the project through the


execution and control cycle.
Benefits from a systematic approach to
planning
 Likely to increase the involvement and participation
of the key groups and managers contributing to a
project (commitment to project objectives & plans).

 Project planning and control can be used to enhance


the power of the project manager.

 Can be used to develop cooperative working


relationships (by making explicit the interrelationships,
interdependencies, integration requirements).
Project Control (1)
Planning is one thing, reality is another. Things do
deviate from the plan as a result of :

 Unexpected events (weather, accidents, delays).

 Some planning assumptions will be invalid


(i.e. time for assembly shorter or longer than estimated).

 Errors and omission in project schedule and


associated data will become apparent.

 The purpose of project control is to ensure that


the plans are executed as intended.
Project Control (2)

 Changes will be required to bring project back on


course.

 Initial planning was essential in guiding project and


in aiding PM in taking corrective action.

 It is necessary to be able to determine quickly and


easily how the people and the organizations
involved in the various aspects of the project are
performing, and how the project is progressing.
Project Control (3)

The manager must be able to:

 Highlight the problem areas and deviations from


plan and budgets.

 Take action to maintain efficiency and achieve


objectives.
Project Control (4)

 Project control is achieved through the collection


and analysis of information and comparison of
actual progress and performance with the baseline
documents of the project plan.

 Reports on progress and performance should be


prepared and the project manager can then take
action to deal with the problems identified, that is,
troubleshoot.
Project Control (5)

 Without effective control the project may be


completed and its quality objectives achieved, but
at what cost and additional time!!

 It has been argued that control is of equal


importance to the planning function.
Project Control Cycle

Decision Revise Baseline


Making Update Plan

Problem Authorise
Solving Work

Circulate Expedite
Reports

Evaluate Change Monitor


& Control Progress
Forecast
Data Collection

 Part of ‘tracking and monitoring progress’

Four main ways of data collection are:


 Progress reports
 One to one progress meetings
 Group meetings
 Wandering about

 Frequency of collection is an important factor


Project Control (6)

The ability to control a project depends on the ability


to CAPTURE RELEVANT DATA

 Scope Management (e.g. WBS, BOM)


 Technical Support (e.g. Regulations, Design calculations)
 Time Management (e.g. Network diagram, milestone schedule)
 Procurement Management (e.g. Procurement schedule)
 Resource Management (e.g. Resource forecast & availability)
 Cost Management (e.g. CBS, Activity budgets)
Project Control (7)

 Change Control (e.g. Non-conformance reports [NCR])

 Quality Management (e.g. QC Plan)

 Communication Management (e.g. Lines of communication)

 HR Management (e.g. Responsibility matrix)

 Environmental Management (e.g. Laws, Stakeholder analysis)


Project Control (8)

 The frequency of data capture should be sufficient


to allow for adequate response.
 Data should be received before imp. decision
points.
 Accuracy of data is paramount as it affects control
decisions.
 A higher level of accuracy is usually needed for
critical activities.
 It often helps to use a lot of milestones to report
against.
Planning & Control – Some Difficulties (1)

 Each project is unique.

 Poor definition.

 Difficult functions.

 Effective planning is difficult.


Planning & Control – Some Difficulties (2)

Complexity and size of the projects. This includes the


following factors:

 Projects normally involve a high degree of


uncertainty.

 It can take considerable time to plan a large


project and this can put managers off.

 Employs specialized and sophisticated techniques,


methodology and systems.
Scope Change Control

 Is concerned with:

 Influencing the factors that create scope


changes to ensure that changes are agreed
upon.
 Determining that a scope change has occurred.
 Managing the actual changes when and if they
occur.
 A project close-report is seen as the best way to
achieve this.
Work Breakdown Structure (WBS)

 A decomposition of the entire project into individual


units of work.

 Provides a basis for planning, budgeting, financial


control, defining the organisation and assigning
responsibilities.

 WBS = “a cascade of deliverables, in which the


overall product or objective of the project is broken
down into sub-products, assemblages and
components”.
Project Scope Management,
Planning & Control Cycle

Summary of Key Points:


 Planning & control provides a framework for project
success.
 Planning takes place early in the project, whereas
control is dominant throughout the later stages of the
lifecycle.
 Ineffective planning & control are the most significant
cause of project failure.
Project Constraints Triangle
Next Steps

 Look at Lesson 6 Notes

 Read the relevant chapters of Burke, in


preparation for the next session.

 Prepare to present at the tutorials next.

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