Project management : Project Monitoring and Control by iFour Technolab Pvt. Ltd.

iFour ConsultancyProject Monitoring and Control

 Introduction
 Objectives
 Practices
 Monitor Project Against Plan
 Manage Corrective Action to Closure
 Achieve Specific Goals
 Institutionalize a Managed Process
 Institutionalize a Defined Process
 Institutionalize a Quantitatively Managed Process
 Institutionalize an Optimizing Process
 Techniques
 Earned value management
 Critical ratio
 Stakeholders involved
 Recourses
 References
Roadmap
http://www.ifourtechnolab.com/ ASP.NET Software Development Companies India

Project Monitoring and Control
 Involves measuring progress toward project objectives, monitoring deviation from the
plan, and taking correction actions
 Monitoring – collecting, recording, and reporting information concerning project
performance
 Control – Uses monitoring to bring actual performance to planned performance
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 Key control objective area
Cost - human and other resources
Time - time to deliver
Quality - value and goals of the project
 Project monitoring and control of project costs
Mainly tracking human resources, or people hours
 Project monitoring and control of the project timeline
Project Timeline – Monitoring time allocated to resources
 Project monitoring and control of the project deliverables
Monitor the quality of work product
Project Monitoring and Control: Objectives

 Actual performance and progress of the project are monitored against the project plan
 Monitor Project Against Plan involves following activities
 Monitor Project Planning Parameters
 Schedule
 Estimated cost
 Work product and task in terms of size and complexity
 Resource provided and actually used
 Knowledge and skills of personnel
 Monitor Commitments
1. Review commitments regularly
2. Identify not satisfied or at risk commitments
3. Document the results
Practices: Monitor Project Against Plan

 Monitor Project Risks
1. Risk in current status of project
2. Revise the risk documentation accordingly
3. Communicate to stakeholders
 Monitor Data Management
1. Review the data management activities – types of data, plan for their management
2. Identify issue and their impact
3. Document the result
 Monitor Stakeholder Involvement
1. Review the status of involvement - To monitor appropriate interactions are occurring
3. Document the results
Practices: Monitor Project Against Plan (Cont.)

 Conduct Progress Reviews
1. Communicate the project progress, performance and issue to stakeholders
2. Review the results of collecting and analyzing measures – using measuring and analysis process
4. Document the change request
6. Track the change request
 Conduct Milestone Reviews
1. Reviews at meaningful points in the projects schedule
2. Review the commitments, plan, status, and risks of the project
5. Track action items to closure.
Practices: Monitor Project Against Plan (Cont.)

 Corrective actions are managed to closure when the project's results deviate from
the plan
 Manage Corrective Action to Closure involves following processes
Analyze issue
 Gather the issues
 Analyze the issues to take action on it
Take Corrective Action
 Document the action required to correct
 Review and get agreement from relevant stakeholders
 Negotiate changes to internal and external commitments
Practices : Manage Corrective Action to Closure

Manage Corrective Action
Monitor corrective actions for completion.
Analyze results of corrective actions to determine the effectiveness
Determine and document appropriate actions to correct deviation
Practices : Manage Corrective Action to Closure (Cont.)

 Enables achievement of specific goals by transforming identifiable input to produce
identifiable output work products
Perform Specific practices
- To develop work products and provide services
Practices: Achieve Specific Goals

 Institutionalize a Managed Process involves following sub process
Establish an Organizational Policy
 This policy establishes organizational expectations
 for monitoring performance against the project plan
 managing corrective action to closure
Plan the Process
 Maintain the plan for performing the PMC
 Can be a part of project planning phase
Provide Resources
 For performing the project monitoring and control process
 For developing the work products
 For providing the services of the process
Practices: Institutionalize a Managed Process

Assign Responsibility
 For performing the project monitoring and control process
 For developing the work products
 For providing the services of the process
Train People
 Train the people performing or supporting PMC
Manage Configurations
 Place designated work products(Schedules, Earned value reports) under appropriate levels of control
Practices: Institutionalize a Managed Process (Cont.)

Identify and Involve Relevant Stakeholders
Examples of activities for stakeholder involvement include the following
 Assessing the project against the plan
 Reviewing commitments and resolving issues
 Reviewing project risks
 Reviewing data management activities
 Reviewing project progress
 Managing corrective actions to closure
Monitor and Control the Process
 Monitor and control PMC
Objectively Evaluate Adherence
 Against its process description, standards, and procedures, and address noncompliance
Review Status with Higher Level Management
Practices: Institutionalize a Managed Process (Cont.)

 This generic goal's appearance here reflects its location in the continuous
representation
 Following are the processes involved in Institutionalize a Defined Process
Establish a Defined Process
 Establish and maintain the description of PMC process
Collect Improvement Information
 Collect the following information from PMC for future use
 products, measures
 measurement results
 improvement information
Practices: Institutionalize a Defined Process

 Institutionalize a Quantitatively Managed Process involves following processes
Establish Quantitative Objectives for the Process
 Address quality and process performance, based on customer needs and business objectives
Stabilize Sub process Performance
 To determine the ability of PMC of establishing quality and process performance
Practices: Institutionalize a Quantitatively Managed Process

 Institutionalize an Optimizing Process involves following processes
 Ensure Continuous Process Improvement
 For fulfilling the relevant business objectives of the organisation
 Correct Root Causes of Problems
 Identify and correct the root causes of defects and other problems
Practices: Institutionalize an Optimizing Process

Earned value management(EVM)
Critical Ratio
Techniques for monitoring and control

 Way of determining overall performance
Earned value (EV)
formerly called the budgeted cost of work performed (BCWP)
estimate of the value of the physical work actually completed
based on the original planned and the rate it is completing to date
 Baseline cost to completion –referred to as budget at completion (BAC)
 Actual cost to date –referred to as estimated cost at completion (EAC)
Earned value management

 Cost variance (CV) – difference between budgeted cost of work performed (earned
value) (BCWP) and actual cost of that work (ACWP)
 Schedule variance (SV) – difference between earned value (BCWP) and cost of
work we scheduled to perform to date (BCWS)
 Time variance (TV) – difference between time scheduled for work performed
(STWP) and actual time to perform it (ATWP)
Earned value management - Variances

Term Formula Impact
Cost Variance CV= BCWP –ACWP negative value -cost
overrun
Schedule Variance SV = BCWP –BCWS negative value -behind
schedule
Time variance TV = STWP –ATWP negative value -delay
Cost Performance Index (CPI) = BCWP/ACWP less than 1 indicate cost
overrun
Schedule Performance
Index
(SPI) = BCWP/BCWS less than 1 indicate behind
schedule
Time Performance Index TPI) = STWP/ATWP less than 1 indicate delay
Earned value management - Formulas

Earned Value Management (cont.)
 EAC point is above and to the right of the BAC point means the project is projected
to cost more and take longer than planned

 The critical ratio is
actual progress x budgeted cost
scheduled progress actual cost
 If ratio is 1 everything is probably on target
 The further away form 1 the ratio is, the more we may need to investigate
Critical Ratio

 The project manager
 The project team
 Support staff
 Customers
 Users
 Suppliers
Project Monitoring and Control : Stakeholders

 Input Documents
Project Plan
Project schedule
Project budget
 Result Documents
Records of significant deviations
Risk status document
Project measurement data and analysis
Earned value reports
Corrective action plan
Corrective action results
Project monitoring and Control: Recourses

http://dqsindia.com/cmmi/getting-started/
 https://en.wikipedia.org/wiki/Process_area_(CMMI)
http://www.tutorialspoint.com/cmmi/cmmi-process-areas.htm
http://www.software-quality-assurance.org/cmmi-project-monitoring-and-
control.html#intro
 http://oec.ac.in/images/upload/Project%20Monitoring%20&%20Control.pdf
References

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Project management : Project Monitoring and Control by iFour Technolab Pvt. Ltd.

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