CIF 301 Project Monitoring and Control Unit 8

1
CIF 301 Project Monitoring and Control Unit 8
2
Monitoring and Control

• Introduction
• monitoring and control will help to ensure
  projects stay on target
• it can also help to get projects back on target
  that has gone off target

3
Management framework

• Reporting structure
• Assessing progress
• Communication

4
Data control

• Reporting of progress

5
Monitoring progress

• Utilising planning tools

6
Costs

• Cost monitoring
• Earned value
• Budget and cost variance

7
Prioritising monitoring

• Critical path activities
• Activities with no free float remaining
• Activities with less than a specified float
• High risk activities
• Activities using critical resources

8
Getting back on target

• There are two principle options
• Shorten the critical path
• Reconsider precedence requirements

9
Change control

• Also known as configuration control
• Configuration librarian
• Change control procedures
• Changes in scope of system

10
Change control typical elements

• Everyone involved in the project should be aware
  of the change control system.
• Anyone should be allowed to request a change.
• Change procedure should be clear an unambiguous.
• Request for change should be checked by a
  suitably qualified person or persons.

11
Change control typical elements

• Change options should be explore.
• Preferred change option should be decided.
• Change option should be approved.
• Change should take place.

12
Change control typical elements

• Results of change should be monitored to check
  that it worked as expected. If this is not the
  case then review if change control procedure must
  be restarted.
• All things to do with the change control
  procedure must be documented.

13
Change control system

• Relatively easy for to request a change.
• Not discourage people from making change.
• Lead to beneficial changes having a greater
  chance of taking place.

14
Change control system

• Stop short-circuit attempts.
• Little bureaucracy.

15
Poor Change Control System

• Changes are often not requested.
• Consequence sub-standard product.
• Bureaucratic systems lose changes.

16
Poor Change Control System

• Bureaucratic systems can hold up changes and the
  project
• .
• Non user friendly systems encourage people to try
  to find ways to beat the system.

17
Quality System and Change Control

• Should ensure all procedures are in place to cope
  with changes effectively and efficiently.
• Changes will be documented.
• Changes will be made in the best interest of the
  project.

18
Quality System and Change Control

• Proposed changes fully investigated.
• Changes communicated to those who need to know

19
No Quality System and Change Control

• Rely on an ad-hoc system hastily thought up when
  a change is required.
• Or worse change implemented without any system
  for checking consequences.

20
No Quality System and Change Control

• Project manager may have no idea of changes that
  have been made to the project.
• Potential for serious problems especially if
  other changes are made based on the assumption of
  the original project specification.

21
Conclusion

• Monitoring and Control
• management framework
• prioritising monitoring
• getting back on target
• change / configuration control