IT PROJECT MANAGEMENT FOR AUTONOMOUS STUDENTS FOR ANNA UNIVERSITY
1. UNIT IV
CONTROL AND COMPLETION
TOPICS TO BE COVERED:
The Plan-Monitor-Control cycle – Data Collecting and reporting –
Project Control – Designing the control system. Project Evaluation,
Earned Value Analysis, Auditing and Termination, Risk Management, –
Conflict – Origin & Consequences. Managing conflict – Team methods
for resolving conflict
2. THE PLAN-MONITOR-CONTROL CYCLE
Managing a project involves,
continually planning what to do,
checking on progress,
comparing progress to plan,
taking corrective action to bring progress into agreement with
the plan if it is not
replanning when needed.
4. DATA COLLECTING AND REPORTING
• Data collection process is the "information" or "data" collected from first investigation
process, inquiry with some body..
• Reporting is the information or data presented by the reporters or data collectors for the
media (news paper. television, and radio).
• Primary data
• secondary data
• Qualitative data
• Quantitative data.
5. Categories.
• a. Demographic data
• b. Developmental evaluations
• c. Eligibility decisions
• d. Data
• e. Services authorized
• f. Services received
• g. Transition activities
6. The specific data entered will include the following information:
• a. date of referral
• b. date of eligibility determination
• c. designate if eligibility note
• d. planned start and end dates
7. contd…
• reporting is presented by the data collector or researcher, collecting
the information and analyze it, submitting the data. as a reporting.
may be a written document or account representation in words, then
or some other data stored materials.
• a formal
• official
• regular form.
8. Contd..
1. Primary data:
• The data reporters have carry out the survey and collecting data's.
These data's are mostly clean and unusual data's. Here we have to
collect data and reporting the data from asks questions from
individuals and getting information through telephones.
• 1. Personal inquiry
• 2. Data collection through investigation
• 3. Data collection in telephones.
9. contd..
2. Secondary data:
• This data is defines, collection of data from the second hand
formation and reporting it.
• The gathered data is previously getting from someone, and it is
obtainable for the present issues.
1. Official and 2. Semi-official.
3. Qualitative data:
The qualitative data is the unconditional or categorical measurement
expressed in conditions of numbers rather than language depiction
(report description). It is also given some types like a picture, image,
video and other modes,
10. Contd..
4. Quantitative data:
• The quantitative data is the data, which are mathematical (numerical)
measurements expressed by not means of natural language
description. Collect the reports and submit the reporting as superiors.
These all are the explanations of data collection and reporting process
11. Project Control
• telling people what to do,
• dictating their actions or thoughts, or trying to force them to behave
in a certain way all of which are common interpretations of control.
• steering a ship
• refers to all the activities and processes available to successfully
manage project risks.
• project control is all the effective activities that the project manager
performs to keep project performance and resource utilization at
optimal levels.
12. Contd..
• three core elements of effective project control:
these elements help to prescribe a measured and controlled execution
environment.
• Effective definition of project baseline and milestones
• Effective tracking of your project activities and resource utilization
• Effective risk definition for proposed corrective or preventive actions
13. Contd..
• Project Controls can be defined as Management action, either
preplanned to achieve the desired result or taken as a corrective
measure prompted by the monitoring process.
• Project controls is mainly concerned with the metrics of the project,
such as
• quantities, time, cost, and other resources;
• project revenues
• Cash flow can be part of the project metrics under control
16. Contd..
• Project Controls encompass the people, processes and tools used to
plan, manage
• mitigate cost and schedule issues
• any risk events that may impact a project.
• facilitating sub-processes for safety, quality, organizational,
behavioral, and communications management.
• project control requires an eye on the future,
Calculated Present Variance + Estimated Future Variance=Final Project
Variance
17. Contd..
• At the risk of being repetitive, evaluate where you think you're going
to end up.
• There are two reasons for this:
• you must take intelligent and meaningful corrective action with the
end point in mind.
• you need to focus on the end point pertains to management
reporting.
18. consumption of resources:
• Schedule: Was the project completed on time? (How long did we
take?)
• Cost: Did the project come in at cost? (How much did we spend?)The
other two targets are tied to the deliverables of the project:
• Functionality: Do project deliverables have the expected capability?
(What can they do?)
• Quality: Do the deliverables perform as well as promised? (How well
can they do it?)
19. Importance of Project Controls
• schedule control methodology- appropriate planning
• development of a suitable Project Control system
• monitoring plays a major role as the cause of project failures.
• Project performance can be improved if dedicated Project Controls
systems are in place.
• Good Project Control practices reduce execution schedule slip by 15%.
20. Contd..
• Project Controls cost range from 0.5% to 3% of total project,
(including cost accounting), therefore, to break even, Project Control
needs to improve cost effectiveness by around 2%.
21. Designing the control system
• A control system is a device, or set of devices, that manages,
commands, directs or regulates the behavior of other device(s) or
system(s).
• open loop control systems
• closed loop control systems.
• In open loop control systems output is generated based on inputs.
• In closed loop control systems current output is taken into
consideration
• corrections are made based on feedback.
22. Contd…
• hydraulic press
• linear feedback systems, a control loop, including sensors, control
algorithms and actuators, is arranged in such a fashion as to try to
regulate a variable at a setpoint
• Open-loop control systems do not make use of feedback, and run
only in pre-arranged ways.
23. Designing control system
• takes planning and an understanding of the detailed operations of
the company.
• Internal controls allow a business owner the peace of knowing
everything is working properly without having to personally oversee
every facet of the operation.
• Review each of the major processes in your business
• production, inventory management, accounts receivable, accounts payable,
bank reconciliation and any other process
• where it might be possible to perpetrate a fraud by theft or concealment
24. Contd..
• Put names or job titles on each part of the process that an individual
is responsible for.
• process for weaknesses in control that would allow an opportunity to
steal company assets.
• Focus on areas where a single individual has both custody of assets
and the accounting for them.
• Change the procedures for those areas where you have assessed
weak internal controls.
25. Contd..
• Separate the custody function from the reporting function wherever
possible.
• Note: If you may not have enough employees to have different people
do each job, alternate functions amongst the employees you do have
to segregate incompatible functions wherever possible.
• Document the new procedures thoroughly and familiarize employees
with them.
• Solicit feedback from the employees as to how efficient the new
procedures are.
26. Project Evaluation
• Systematic collection of information about the activities
• Evaluation draws conclusions which can inform future decision
making, and assist to define future projects and policies
27. Evaluation of management projects
• to contribute information,
• to be accountable to those who are funding the project as a debrief
to the group on the completion of a project
• to reflect on how you're developing as a group or organization
• to review and adjust the management methods
• to develop the skills and understanding of people involved in a
project
• to provide information for planning future projects
28. Contd..
• to determine the worth of a coastal management project
• to justify and promote a management action to the wider community
• to create a historical record of management success over time
• to review management methods and techniques, and how effective
they were
• to see if the work is contributing to the management objectives for
an area
• to determine whether you have met project objectives.
29. Contd..
Timing
Evaluation can take place at any time in a project.
Project evaluation:
• The systematic collection, analysis and use of information to answer
questions about a project.
• It involves the analysis of costs, outcome or impact, implementation
as well as the need for the project.
30. Contd..
• to review the current status of a project against plan
• to provide practical, comprehensive and forward-looking
recommendations for corrective action where necessary.
• Evaluation is often carried out by project participants
• Ad hoc evaluations are also used to focus on specific problems.
31. Contd..
• Evaluations should:
review the project execution plan
measure progress against planned cost, time,
quality and performance objectives
identify causes of deviation from the plan; and
recommend remedial action.
32. Contd..
• Project evaluation methods for controlling the cost, time, quality and
performance characteristics of a project, from the initial planning to post-
completion assessment
• assets and interests
• properly controlled and safeguarded from all losses
• Project evaluation is independent of any established reporting
requirements.
• It can be used to encourage the project team to stand back and review
what it is doing
33. PROJECT EVALUATION STEPS
1.Determine whether the project results were accurate. Review all the
notes, records and costs to make sure every aspect of the procedures used
are taken into consideration.
2.Decide on changes, adjustments or improvements that can be used to
improve the product in future projects. First-time projects often set the
stage for future projects in a progressive company. These projects will be
revised to fit current trends, demands and pricing.
3. Measure the profitability or success of the project. Short- and long-term
results must be taken into consideration.
4. Dissect the project to determine which successful methodology can be
used for future projects.
34. Auditing and Termination
• All projects are monitored to ensure they are progressing as planned.
• Audit gives the project every possible chance to be completed and go
to closure.
• checkup, inspection, review, scan, scrutiny, survey, and view
• to assist in satisfying the goals of the project
36. Audit examines:
• Project management
• Methodologies and procedures
• Records
• Properties
• Budgets and expenditures
• Degree of completion
37. Result of audit
• Anticipate and identify potential problems before they get out of hand
• Clarify performance, cost, and time relationships
• Improve project performance
• Locate opportunities for future technological advances
• Evaluate the quality of project management
• Reduce costs
• Speed the achievement of results
• Identify mistakes, remedy them, and avoid them in the future
• Provide information to the client
• Reconfirm the organization's interest in and commitment to the project
• Scheduled Audits the Audit Letter
38. Products & Services
Project Management Services
Executing projects according to requirements and constraints.
It perform activities from conceptualization to completion.
Maintaining project milestones and the project schedule.
Environmental Regulatory and Compliance Services
Perform site and facility assessments
Analyze permitting requirements
Review recommend modifications
Represent clients before regulatory agencies.
39. Contd..
Facility Management Services
Building operations and maintenance
project and subcontractor management
energy management
budget planning
commissioning services for buildings and facilities.
41. TERMINATION
• Termination impact on technical success
COMMON REASONS FOR TERMINATION
1. Low probability of success
2. Low profitability
3. Damaging cost growth
4. Change in competitive factors
5. Un resolvable technical problems
6. Higher priority
7. Schedule delays
42. VARIETIES OF PROJECT TERMINATION
1. Termination by extinction
Project is completed
Project has failed
Changes in external environment
Murder
2. Termination by addition
The project becomes a part of the organization
3. Termination by integration
Project assets absorbed by the parent
4. Termination by starvation
Withdrawal of life support
43. SEVEN CATEGORIES OF TERMINATION TASKS
1. Personnel
2. Operations/Logistics/Manufacturing
3. Accounting and Finance
4. Engineering
5. Information Systems
6. Marketing
7. Administrative
45. CRITICAL FAILURE FACTORS
No Project organization
Insufficient support from Senior Mgmt
Naming the wrong person as PM
Poor Planning
46. CONFLICT
1. To come into collision or disagreement; be contradictory, at variance,
or in opposition; clash.
2. On account of one eyewitness conflicted with that of the other.
3. To fight or contend; do battle.
