UNIT – 6,CONTROL OF PROJECTS

Outline
Control system
Control of major constraints – quality, cost and time
Visual control
Last planner
Technical performance monitoring
Role of Project Management Information System
Change control
Control of the work of development projects –
intellectual property
 Project Controls

• Project controls are the data gathering, management and analytical

processes used to predict, understand and constructively influence
the time and cost outcomes of a project or program; through the
communication of information in formats that assist
effective management and decision making.
• Project controls are a sub-function and focus on just two parameters:
cost and schedule. People management and quality control, for
example, does not fall under the purview of project controls. The
main objective of project controls is to minimize the variance in costs
and schedule from what was originally planned.
• Project controls are a set of tools, processes and people skills that
are used together to help project managers have the right
information, at the right time for decision making.
 Elements of Project Controls:
• Depending upon how Project Controls is viewed will impact what is considered as the
elementary parts of the function. Here it is supposed that project controls are
regarding about assessing initial baseline performance parameters, observing the
current status of the project, calculating the future potential of the project,
identifying any differences, and considering right action to be taken to recover any
positive difference.
• Here change refers to actual variance identified in project control documents and
also the potential differences possible from project issues, threats, and opportunities.
On this basis the elements of Project, Control systems are to do with calculating and
monitoring controlling variables, these are generally cost and time aspects:
• Planning and Scheduling
• Risk Management (includes identification & assessment)
• Cost estimating and management
• Scope and Change Management
• Earned Value Management
• Document Control
• Supplier Performance
• Maintaining the project baseline
• Reporting
 Project Control Systems

• Project Control Systems are the data collecting, data

management and analytical procedures used to guess,
acknowledge and constructively impact the time and cost
outcomes of a project or program; through the
communication of information in formats that evaluate actual
management and decision making.
 Importance of Project Control System:
• The successful outcomes of a project depend on accurate planning. The PMBOK Guide edition six
defines the use of twenty-one procedures that relate to forecasting out of the 39 procedures for
project management, (Globerson & Zwikeal 2002). The implementation of a project is based on a
vigorous project plan and can only be accomplished through an active schedule control practice.
The progress of a suitable Project Control system is a vital part of the project management
determination (Shtub, Bard & Globerson 2005).
• Additionally, it is widely predicted that deciding and monitoring plays an important role as the
cause of project disappointments. Despite the constant development in the project management
field, it looks evident that the traditional method still indicate a lack of utilization of Project
Control System and there have been various articles published to support the significance of
control in the achievement of project goals. It has been verified time and again that Project
performance can be upgraded if devoted Project Controls systems are in place.
• An IBC 2000 Project Control Best Practice Study supported by IPA recognized that good Project
Control practices reduce implementation schedule slip by 15%. Project Control System cost range
from 0.5% to 3% of total project cost, therefore, to break even, the Project Control system have to
enhance cost-effectiveness by around 2%. A general study carried out by the IBC Cost
Engineering Committee in 1999, indicates cost enhancements for the projects in the study, was
more than 10%.
• It is well-known also that (NPV) Net Project Value also advantages from schedule improvements.
Success ratios are based on good Project Control System, which results in good time and cost
outcomes. The truth is that one failed project may possibly wipe out an entire year’s profit
helps put the value of Project Control System into perspective.
 Project Constraint
• In general, the term project constraint refers to the limitations and
risks associated with a particular endeavor. Every project will have
its own set of constraints that will ultimately impact its success or
failure.
• Identifying and understanding the constraints you may face is a
key part of the project planning process; and ultimately informs
how you proceed. Even if you’re not a certified project manager,
getting familiar with the common project constraints can help you
successfully see a project through to the end. Additionally,
practicing thorough project planning techniques can help you
develop the project management skills you need to become more
effective in your role.
• The three primary constraints that project managers should
be familiar with are time, scope and cost. These are
frequently known as the triple constraints or the project
management triangle. Each constraint is connected to the
other two; so, for example, increasing the scope of the
project will likely require more time and money, while
speeding up the timeline for the project may cut costs, but
also diminish the scope.
• Time constraint: The time constraint refers to the project’s
schedule for completion, including the deadlines for each
phase of the project, as well as the date for rollout of the
final deliverable.
• When it comes to the time constraint, proper scheduling is essential. According to the Project
Management Body of Knowledge (PMBOK), the following steps should be taken for effective time
management.
• Planning: This includes defining the main goal(s) of the project team, how the team intends to
achieve the goal, and the equipment and/or steps that will be taken to do so.
• Scheduling: The project management team must plot out the realistic timeframe for completion of
each phase of the project.
• Monitoring: This step occurs once the project is underway and requires the project team to analyze
how the past stages of the project performed, noting trends and impacts on future plans, and
communicating these findings to all relevant stakeholders.
• Control: In the control step, the team must, upon communicating the results of each phase of the
project, move forward accordingly. That means if things are running smoothly, the team must analyze
the factors contributing to that positive outcome so that it can be continued and replicated. If there
has been a derailment, the team must know how and why the derailment occurred and take steps to
correct it for future actions.
• A Gantt chart can be helpful to visualize the project timeline and whether they are tracking to the
proper constraints.
• Scope constraint: The scope of a project defines its specific goals,
deliverables, features and functions, in addition to the tasks required to
complete the project
• Defined upfront, the scope of the project should be clearly and regularly
communicated to all stakeholders to ensure that “scope creep”—the term
used when changes are made to the scope mid-project, without the same
levels of control—is avoided. To keep the scope in check, you can:
• Provide clear documentation of the full project scope at the beginning of
the project, including all requirements.
• Set up a process for managing any changes, so if someone proposes a
change, there is a controlled system in place for how that change will be
reviewed, approved or rejected, and implemented if applicable.
• Communicate the scope clearly and frequently with stakeholders.
• Cost constraint: The cost of the project, often dubbed the project’s
budget, comprises all of the financial resources needed to complete the
project on time, in its predetermined scope. Keep in mind that cost does
not just mean money for materials—it encompasses costs for labor,
vendors, quality control and other factors, as well.
• A project’s budget includes both fixed and variable costs, including
materials, permits, labor and the financial impact of team members
working on the project. A few of the ways to estimate the cost of a project
include:
• Historical data: Looking at what similar projects cost in the recent past
• Resources: Estimating the rate of cost for goods and labor.
• Parametric: Comparing historical data with updated, relevant variables
• Vendor bid: Averaging the total charge of several solid vendor bids
• Effective cost control is paramount to the success of the project.
Quality constraint

• The quality constraint focuses on the characteristics of the

deliverable or product. In general, the quality of the project will be
evaluated by how closely the outcome matches the expectations set
in the planning stages.
• House building example, the scope of work includes building a 2,500
square foot home with three bedrooms and two bathrooms.
However, the quality requirements of the project can refer to the
building materials that will be used, such as brick versus vinyl siding
or carpet versus hand-scraped hardwood flooring. Defining quality
requirements helps to further identify already defined scope items,
avoiding potential rework, sunk costs, and wasted productivity.
 customer satisfaction
• “When thinking about customer satisfaction as a constraint,
project managers need to keep in mind that simply delivering
a project on time, within budget and scope does not mean the
customer will be satisfied.”
• In some cases you may not have a proper “customer,” but you
will still need to satisfy the needs of your key stakeholders.
Ultimately, you should be asking yourself whether the project
achieves the overarching business or customer goal. The
earlier you begin looking for clues to answer that question,
the better you will be able to deliver a product, service, or
deliverable that meets customer or stakeholder needs.
 Resources constraint
• Finally, project managers should take the availability of resources, both
material and human, into consideration.
• This constraint is typically associated with cost, as the amount of funding for a
project usually determines the experience level and the number of resources
available. Additional resource constraints also deal with availability and
accessibility. Bo lick notes, “In today’s global economy, project managers are
often asked to lead teams dispersed geographically or across various groups
within an organizational setting.”
• While the six constraints identified here are not the only constraints that may
surface during a project, they cover the basic pressures that new project
managers or people with project-oriented roles should understand in order to
be effective. In addition to the constraints outlined above, a project may also
face constraints associated with risk, technology, sponsor commitment,
organizational objectives, or economic conditions.
 How to Avoid the Effects of Project Constraints
• Failing to execute a project within various constraints can be detrimental to the overall
success of your work. There are steps you can take, however, to avoid or minimize the effects
that these constraints have on your project.
1. Understand the Constraints
• Any constraint that surfaces during a project should be fully understood before it can be
addressed. To understand a constraint, project managers and their teams need to identify
which aspects of the project will be affected by asking questions like who, what, when,
where, why, and how much.
• Then, the project manager can utilize various tools and techniques to get the project back on
track, such as performing risk analysis, cause and effect analysis, resource leveling
techniques, and communicating with key stakeholders.
2.Educate Key Stakeholders
.

• As important as it is to understand the constraints yourself, it’s also crucial to

communicate with your sponsors, customers, and key stakeholders, to educate them as
much as possible.
• Bolick says, “It is critical that the customer not only understands what is included in the
scope but more importantly what is not included, the quality of the materials being
used, and the availability of resources. Expectations and assumptions are project killers
if they are not adequately discussed.”
• To illustrate this point, consider the house building example once more. Bolick explains,
”If the customer decides to change the scope of the project by adding an indoor pool,
we will definitely expect the cost of the project to increase, and we will most likely
expect the time required to complete the project to increase. We should also expect
the pool to use additional resources, pose new risks, as well as have quality
requirements. If we fall behind schedule by too far, we may increase the cost of the
project, bring in resources, or we may decide to alter the scope of the work to reduce
the time required to complete the project so that the project does not cost as much.”
• From this example, it’s clear to see why it is so important to manage the expectations
of clients and stakeholders. A key part of this communication will rely on educating
your stakeholders about the constraints governing the project.
 3. View Constraints in a Positive Light
• One of the assumptions that new project managers tend to make is that
project constraints are limitations or restrictions to their work. However,
while they can pose risks to a project, constraints don’t necessarily need to
be negative.
• “I think by the very nature of the word constraint, project managers think
of the term as having a negative connotation,” Bolick says. “Instead, to
help mitigate risks that may be associated with these constraints, we need
to think more of the guiding principles for each constraint.”
• Instead of thinking about project constraints as limitations or as something
to be battled against, it’s helpful to positively adjust your thinking. By
viewing project constraints as guides that can help you achieve success in
the long run, you can gain a healthier relationship with both the profession
and the projects that you are charged with overseeing.
 Visual control

• Visual control is a business management technique employed in

many places where information is communicated by
using visual signals instead of texts or other written instructions. The
design is deliberate in allowing quick recognition of the information
being communicated, in order to increase efficiency and clarity.
• Visual controls are a system of signs, information displays, layouts,
material storage and handling tools, color-coding, and poka-yoke or
mistake proofing devices. These controls fulfill the old fashioned
adage: a place for everything and everything in its place. The visual
control system makes product flow, operations standards, schedules
and problems instantly identifiable to even the casual observer.
• The main purpose of visual controls is to organize the working area so that people
(even outsiders) can tell whether things are going well or something is amiss.
• Ability to walk out onto the floor, and in a matter of minutes, determine the
status of the operations:
– What might be abnormal?
– How the material is flowing?
– What job is currently being worked on?
– What job is next to be worked on?
• Potential Benefits of Visual Controls
• Helps identify problems to be resolved
• Reduce manufacturing costs
• Reduce possible waste
• Shorten the production lead time and meeting the delivery due date
• Reduce inventory
• Ensure a safe and comfortable working environment
• Increase the company’s profit
 Types of Visual Control

Color Coding
• The easiest form of visual controls to apply is color coding, where
we use colors to communicate status. Once implemented, it
allows employees to easily identify what action to take next.
Having color-coding standards in your workplace will help ensure
a uniform style across the business.
• Color coding can be applied to all departments, including colour-
coding shadow boards for tools, color coding floor markings, even
office documents. Another tool that can be used is a color-coded
visual board. These boards are updated on a regular basis provide
instructions on everyone’s tasks in the workplace. Implementing a
color-coded visual board can help employees keep track of their
work tasks.
 Andon
• Andon refers to a system that provides notification to management,
maintenance, and operators of a quality or process problem. It works
when an issue is found at a process, the team member has the ability
to immediately notify support staff so that the problem can be
managed. In manufacturing, it allows a worker to stop production
when a problem is found and immediately call for assistance. This can
be extended to an office process, where raising an Andon flag means
that the process does not go on to the next step until the issue is
resolved.
• The Andon can be triggered manually by using push button, pull cord
or even flags. The common reasons for activating the Andon can be
part shortages, defect created or found, tool/machine malfunction, or
the existence of a safety problem.
• Standard Work
• Often there are always several ways to do a task but only one of these ways is the most
efficient use of resources based on current knowledge. Over time, the skills needed to
perform a task can become lost and the process of relearning is repeated.
• Standard Work provides employees of all levels with structure and predictability to their
working week to enable them to maximise their efficiency and impact. The process of
developing standard work ensures that employees understand all of their “must-do” tasks
and allocates the most appropriate time to complete these tasks.
• In the Toyota Production System there are four aspects to standardisation:
• Content – this is agreeing with the steps that are involved in the task. Sometimes there is
debate as to whether particular steps are necessary. To develop standardised work the
team must agree on what the necessary steps are.
• Sequence – the steps must be completed in the same sequence every time. This is
essential to ensure a consistent outcome
• Timing – there should be a standard time that it takes for a trained person of average
competency to do the task. Knowing this standard time enables us to balance that task
with other tasks to create level production.
• Outcome – The outcome of the task needs to be clearly defined in terms of quality, safety,
and output.
• The Standard Work approach is established so that it is practical and useful to everyone
and free of difficulty. Standard Work is not perfect and is considered a living document
that develops over time. But remember, standard work will die very quickly if it is ignored.
• Examples of Standard Work:
• Work instructions at each work cell allowing operator and production changeovers to be
 Floor Line Marking & Signage
• Floor line marking and signage showing pathways,
vehicle lanes, working cells, and intersections.
These consist of colour-coded floor markings,
signage with different logos and markings to make
these easily and quickly identifiable.
• Floor markings and signage as visual controls
outline where materials & people flow should end
up reinforcing a safety culture without interruption
to the manufacturing process.
 Visual Boards
• Visual boards are used to promote Plan, Do, Check, Act. The
boards work when the first shift starts & the production plan
is established at a stand-up meeting. At every change over the
production for the day is tallied on the board and any
problems are action-ed by the supervisor to recover
production at the next change over.
• Visual boards come in a variety of shapes and sizes, they can
be used across the business in all departments not just limited
to the factory floor. In the office, visual boards can be used for
projected sales targets, actual sales targets, quoted projects
and even the mood of employees.
 Quality Standards
• Having quality standards for products helps to give your
operators a visual control to base their decisions off when
determining quality. These standards should be in reach of
operators for easy reference. Visual Controls when applied to
quality help to reduce defects and eliminate quality control
inspection from your process.
• There are a variety of visual controls you can introduce into your
organisation to support your visual management goals. Visual
controls are used to help your organisation see the wastes,
shorten time to find out information & materials and promote a
Plan, Do, Check, Act culture of Continuous Improvement.
 Last Planner System

• The Last Planner System (LPS) is a collaborative planning process that involves
trade foremen or design team leaders (the last planners) in planning in greater and
greater detail as the time for the work to be done gets closer, builds trust and
collaboration with a project team. delivers safer projects faster

• It’s full name is the Last Planner® System of Production Control. Production control
is necessary on projects to support working toward planned accomplishments,
doing what can be done to move along a planned path, and when that becomes
impossible, determine alternative paths that accomplish desired goals. The term
Last Planner® is a registered trademark of the Lean Construction Institute, which is
why the “®” symbol should appear when first used in a document.

• The Last Planner® is a holistic system, meaning that each of its parts is necessary
to support lean project planning and execution. Resist the temptation to treat the
system as a menu from which you select only the parts you want to use.
 Technical Performance Monitoring
• Technical Performance Measurement is a process by which
project management can measure the risks inherent in a
given project.
• Technical Performance Measurements provide insight as to
the parameters of the specific design elements of the system.
• Technical performance measures (TPMs) are tools that show
how well a system is satisfying its. requirements or meeting
its goals. TPMs provide assessments of the product and the
process. through design, implementation and test. They
assess the product and its associated process, but they are
primarily for a product.
Project Management Information System

• Project Management Information System (PMIS) help plan, execute

and close project management goals. During the planning
process, project managers use PMIS for budget framework such as
estimating costs.
• A project management information system (PMIS) is the coherent
organization of the information required for an organization to
execute projects successfully.
• A PMIS is typically one or more software applications and a
methodical process for collecting andusing project information
• The Project Management Information System is also used to create a
specific schedule and define the scope baseline.
• Project management information systems (PMIS) usually acquired by
organizations as software packages are meant to provide managers with
the decision-making support needed in planning, organizing, and
controlling projects. However, the actual contribution of PMIS
to project success or performance is still unknown
• There are various types of information systems, for example: transaction
processing systems, decision support systems, knowledge
management systems, learning management systems, database
management systems, and office information systems.
• The first four components (hardware, software, database, and network)
make up what is known as the information technology
platform. Information technology workers could then use
these components to create information systems that watch over safety
measures, risk and the management of data.
• Management Information System (PMIS) is used by upper and lower
management to communicate with each other.
Project Management Information System (PMIS) help plan, execute and close
project management goals. During the planning process, project managers use
PMIS for budget framework such as estimating costs. The Project Management
Information System is also used to create a specific schedule and define the
scope baseline. At the execution of the project management goals, the project
management team collects information into one database. The PMIS is used to
compare the baseline with the actual accomplishment of each activity, manage
materials, collect financial data, and keep a record for reporting purposes.
During the close of the project, the Project Management Information System is
used to review the goals to check if the tasks were accomplished. Then, it is
used to create a final report of the project close.
To conclude, the project management information system (PMIS) is used to
plan schedules, budget and execute work to be accomplished in project
management.
 Change control

• Change control is a systematic approach to managing

all changes made to a product or system. The purpose is to ensure
that no unnecessary changes are made, that all changes are
documented, that services are not unnecessarily disrupted and that
resources are used efficiently.
Steps for effective change control
• Define the Change Request. Change Control is the process.
• Submit and Review the Change Request. Once the Change Request is
documented, it's submitted to the project team.
• Define Options and Create Response Document
• Final Decision And Approval
Change Control process
• The change control process is usually conducted as a sequence of steps proceeding from the submission of a change request.
Typical IT change requests include the addition of features to software applications, the installation of patches, and upgrades to
network equipment.
• Here's an example of a six-step process for a software change request:
• Documenting the change request:
When the client requests the change, that request is categorized and recorded, along with informal assessments of the importance
of that change and the difficulty of implementing it.
• Formal assessment:
The justification for the change and risks and benefits of making/not making the change are evaluated. If the change request is
accepted, a development team will be assigned. If the change request is rejected, that fact is documented and communicated to the
client.
• Planning:
The team responsible for the change creates a detailed plan for its design and implementation, as well as a plan for rolling back the
change should it be deemed unsuccessful.
• Designing and testing:
The team designs the program for the software change and tests it. If the change is deemed successful, the team requests approval
and a date for implementation.
• Implementation and review:
The team implements the program and stakeholders review the change.
• Final assessment:
If the client is satisfied that the change was implemented satisfactorily, the change request is closed. If the client is not satisfied, the
project is reassessed and steps may be repeated.
The system is organized into five major parts.

• Master planning
• Phase planning
• Make ready planning
• Weekly work planning
• Learning
Intellectual property

• Intellectual property (IP) is a category of property that

includes intangible creations of the human intellect. There
are many types of intellectual property, and some countries
recognize more than others.
• The four types of intellectual property include:
• Trade Secrets.
• Trademarks.
• Copyrights, and.
• Patents.
• Intellectual Property, Inventions and
Innovations, The grant of a property right by
the government, albeit generally for a limited
period of time, over useful
intangible intellectual output provides the
owner of such legal property rights the right to
exclude all others from commercially
benefiting from it.
• Intellectual property is a general term for the set of intangible assets owned and legally
protected by a company from outside use or implementation without consent. Stemming
from its ability to provide a firm with competitive advantages, defining IP as an asset aims to
provide it the same protective rights as physical property. Obtaining such protective rights is
critical as it prevents replication by potential competitors—a serious threat in a web-based
environment or the mobile technology sector, for example.
• An organization that owns IP can realize value from it in several ways, namely through
utilizing it internally—for its own processes or provision of goods and services to customers—
or sharing it externally. The latter can be achieved through legal mechanisms such as royalty
rights.
• There is an extensive international system for defining, protecting, and enforcing intellectual
property rights, comprising both multilateral treaty schemes and international organizations.
Examples of such treaties and bodies include the Trade-Related Aspects of Intellectual
Property Rights (TRIPs), World Intellectual Property Organization (WIPO), World Customs
Organization (WCO), United Nations Commission on International Trade Law (UNCITRAL),
World Trade Organization (WTO), and European Union (EU). Nonetheless, there are variations
in the respect for and enforcement of rights at a local level.
• Nepal has its own laws.
• The purpose of intellectual property laws are to encourage new technologies, artistic
expressions and inventions while promoting economic growth.