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1、Section 10.0Project Monitoring and Controlling3/27/20221Project Monitoring and Controlling10.1 Overview and General PrinciplesThe text (Chapter 7) provides a very good discussion of monitoring and controlling.The two main authors (Meredith & Mantel) in earlier, larger, more comprehensive texts intro
2、duced into project management a very useful concept.It is called the Plan-Monitor-Control Cycle (P-M-C Cycle). It captures these processes in a logical framework on the next chart that shows:- the intricate connections among planning (what to do);- monitoring (measuring actual results against the pl
3、an)- and controlling to analyze variances between the plan and actuals and taking corrective actions as needed. 3/27/2022210.1 Monitoring and Controlling: Overview Example of Monitor & Control Roadmap: Progress Against Baseline Plan to Show Variances and Potential for Corrective ActionsTechnical Per
4、formanceSchedule and CostsPLANSFrom the Program MasterPlan, WBS Element PlansAnd Work Package PlansACTUALSTechnical Performance(Measurement & Tests)Schedule (Bar, Networks, Milestone Charts,Status ReportsCost ReportsPlanned Actualxxx xxxxxx xxxxxx xxxCOMPARISONFor each milestone byPackage, by WBS El
5、ement, by programVarianceFrom Plans(mechanizedwhere possible)ReactionAnalysisOf the variance cause and cureNo Variance Beyond LimitsInitiationAnalysisIncluding earned value calculationsRevise PlanCorrective Action1.Cure the problem2. Plan to RecoverPositionForecastsTrends ) Tech. PerETC/EAC ) Schedu
6、leIncentives ) CostTrade-off Studies3/27/20223Project Monitoring and Controlling 10.1 Overview: Some General Principles Throughout every project there are, as was just stated on the previous chart, often many deliverables which must be presented externally and internally.Examples of deliverables tha
7、t are mainly internal are:Reports (periodic status, exceptiontrouble, special analyses) Intermediate products or modulesDocumentation (test results, cost records, etc.)Training (completed or plans for future)Presentations, reviews of alternatives for a problem-along with a recommendationthat may hav
8、e turned up from an analysis of a control system variance3/27/20225Project Monitoring and Controlling 10.1 Overview: Some General Principles For accurate identification of the external deliverables, it is important to return to the plan, objectives and requirements documents.These must be carefully
9、scrutinized to insure that none are overlooked (often happens).These deliverables obviously will include the main product, software, office building, or system description and design around which the project was established.But some of the same types as for internal use also may appear in this categ
10、ory as well: reports, training manuals, maintenance manuals, operating manuals, suggested training for certain key people.Such lists must be checked and re-checked! And then again! 3/27/20226Project Monitoring and Controlling 10.1 Overview: Some General Principles Monitoring and Control (after this
11、used as M&C) systems should be cost effective (cost of M&C should never exceed the benefits or value of M&C)M&C systems must not only be actually useful but also be seen that way by those being monitored and controlledM&C systems must operate in an ethical mannerM&C systems should be timely and accu
12、rateM&C systems must be easy to maintain and document 3/27/20227 Project Monitoring and Controlling 10.1 Some General Principles All elements of control systems should be designed with appropriate monitoring in mind (NOTE: Monitoring and controlling are often separate functions in an organization)al
13、so, must be related to project plans.Organizations should design M&C systems to focus on “fixing problems” or “achieving necessary changes” instead of “punishing the guilty.”Organizations should balance M&C systems between the sometimes contradictory needs “to follow the rules” and “allowing for fle
14、xibility and creativity.”3/27/20228 Project Monitoring and Controlling 10.1 Some General Principles M&C systems should not try to control too muchM&C should be placed as near as possible to the work being monitored and controlled.M&C systems should balance short term and long term featuresM&C system
15、s should be simple, understandable and be viewed by all as fair 3/27/20229Project Monitoring and Controlling 10.2 Performance Reporting A practical guide to designing an M&C system is to determine what are the most important metrics or features of performance, cost, schedule that need careful attent
16、ion.By that is meant those items most directly connected to achieving the project requirements, objectives that will lead to successful deliverables called for in the plan.Too many M&C systems focus on what is easy to obtain (inputs) instead of what is important and really needed.Companion problems are that many M&C systems focus on activities or effort instead of performance in terms of resultsand on areas that dont change very often.3/27/202210Project Monitoring and Controlling 10.2 Performanc
