1. Control Aspects Common to All MC Process Groups & Control Schedule
MEC-2
Control Aspects Common to All MC Process Groups & Control Schedule

2. MEC in PMI Perspective Overall Project Controls Project Deliverables
Integration
1. M&C Proj Work
2. Perform Integrated Change Control
Scope
Validate Scope
Control Scope
Time
5. Control Schedule
Cost
6. Control Costs
Quality
7. Control Quality HR
Comm
8. Control Communication
Risk
9. Control Risks
Procurement
10. Control Procurements
Stakeholder
11. Control Stakeholder Engagements
Overall Project Controls
Project Deliverables

3. Agenda WPD, WPI & WPR General Scheme of any M&C Process Group
Control Schedule
Agile, Waterfall

4. Monitoring, Evaluation & Control Data Flow
Work Performance Data: Raw observations & measurements identified during activities being performed to carry out the project work
eg % work completed, Q & Tech Performance Measure, Actual Costs, Actual Durations etc
Manifestation of MONITORING
Produced by the overall Direct & Manage Process Group
Goes to the Respective Monitoring & Control Process Group
Agile, Waterfall

5. Monitoring, Evaluation & Control Data Flow
Work Performance Information: Performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas
eg Variances, Status of Deliverables, Implementation Status of Change Requests, Forecasts etc
Manifestation of EVALUATION
Produced by the respective Monitoring & Control Process Group
Goes to the Over All Project Control (Monitor & Control Project Work)
Agile, Waterfall

6. Monitoring, Evaluation & Control Data Flow
Work Performance Reports: Physical or electronic representation of work performance information compiled in project documents, by the Overall Project Control (Monitor & Control Project Work), intended to generate decisions, actions, or awareness
eg Status Reports, Memos, Information Notes, Electronic Dashboards, Briefs, Recommendations etc
Manifestation of CONTROL
Produced by the Overall Project Control
Go to the Integrated Change Control, Project Management Plan & Project Communications
Agile, Waterfall

7. Project Data, Information & Report Flow
D&M Proj Work
WPD
Respective M&C PG
Overall Proj Cont (M&C Proj Work)
WPI
WPR
Agile, Waterfall
Integrated Change Control
Project Manage-ment Plan
Project Comm-unication

8. General ITTO Scheme of any M&C Process Group
WPI
Change Request
PMP Updates
PD Updates
OPA Updates
M&C Process Group in any KA
PMP (KA PMP)
WPD (D&M Proj Wk)
OPA
Agile, Waterfall

9. What is Schedule Baseline?
Approved Version of the Schedule Model, comprising:
Start & Finish Dates
Sequencing & Logical Relationship (Dependencies)
Milestones
Presented in the form of:
Gantt or Bar Chart
Milestone Chart
Network Diagram
Agile, Waterfall
….Cont’d

10. Control Schedule Inputs & Outputs
PSMP (PMP)
WPD (D&M PW)
OPA
WPI
Change Request
PSMP Updates
PD Updates
OPA Updates
Control Schedule
Proj Schedule
Proj Calendars
Schedule Data
6. Schedule Forecasts
Agile, Waterfall

11. Control Schedule Inputs
Details
PSMP
Schedule Baseline
WPD
Activities Completed with Start & Finish Dates
Activities in Progress with Start Date & % Complete
OPA
Schedule control policies, procedures, guidelines
Control Tools
Monitoring & Reporting Methods
Proj Schedule
Proj Calendars
One or more Calendars
Schedule Data
Milestones
Activities
Activities Attributes
Assumptions & Constraints
Agile, Waterfall

12. Control Schedule Outputs
Details
WPI
SV & SPI for WBS components (WPs & Control Accounts)
Change Request
Based on Schedule Variance Analysis, Recommendations for:
Changes to Baselines (Schedule, Cost, Scope etc)
Corrective, Preventive Actions & Defect Repairs
PMP Updates
Schedule control policies, procedures, guidelines
Control Tools
Monitoring & Reporting Methods
PD Updates
Schedule Baseline ?
PSMP for any changes in Proj Schedule Management
Cost Baseline ?
OPA Updates
Schedule Data
Project Schedule updated with actual situation
Risk Register updated the schedule delay risks
Schedule Forecast
Indirectly from Estimate At Completion (EAC)
Agile, Waterfall

13. Control Schedule Tools & Techniques
Tool Category
Tools
Performance Reviews
Trend Analysis
CPM
CCM
EVM
Project Management Software
e.g. MS Risk
Resource Optimization Techniques
Resource Levelling
Resource Smoothing
Modelling Techniques
What-If Scenario
Simulation (Monte Carlo)
Leads & Lags
Schedule Compression
Crashing
Fast Tracking
Reduce Scope
Lower Quality
Scheduling Tool
Gantt Chart (Manual or Software)
Agile, Waterfall

14. Trend Analysis Performance improving or deteriorating? Forecast
Regression Analysis
Performance improving or deteriorating?
Forecast
Variance Trend
Performance Index Trend
Agile, Waterfall

15. Critical Path Method
Agile, Waterfall
Variance on Critical Path have a direct impact on the Project
Variance on Near Critical Paths can identify Schedule Risk; more the Near Critical Paths, more the Risks of Delays
Status of Floats; more the remaining float more the flexibility, security

16. Critical Path Method 8 1 4 2
Agile, Waterfall
Difference between Buffer remaining and Buffer needed to protect the delivery/completion date of a Deliverable can help determine CORRECTIVE ACTION

17. Earned Value Management (EVM)
Tool to determine both Cost & Schedule Variances
Schedule Variance determined in terms of Costs
Key Terms (Some common with Cost Variance, others specific to Schedule Variance:
Planned Value (PV)
Earned Value (EV)
Actual Cost (AC)
Schedule Variance (SV)
Schedule Performance Index (SPI)
Agile, Waterfall

18. EVM – Simplified Example
Procurement Project
200 heavy duty concrete security blocks
Price: Rs 2,000K/Rs 10K per block
Delivery Time: 20 days/10 blocks per day
Contract Type: Cost Reimbursable
Situation at the end of Day 10
80 blocks delivered; Contractor invoiced Rs 900K for these 80 blocks
Agile, Waterfall
Considerations
80 blocks should have cost: 80 x Rs 10K = Rs 800K. This is EV
At the end of Day 10, 100 blocks should have been delivered, which would have cost: 1,000 x Rs 10K = Rs 1,000K. This is PV
These 80 blocks actually cost Rs 900K. This is AC

19. EVM – Simplified Example
BAC = 2,000K
Schedule Slippage
PV = 1,000K
AC = 900K
SV = 1,000K-800K = 200K = 2 Days
EV = 800K
Agile, Waterfall
SV=
2 Days 24
SV has nothing to do with AC

20. EVM for Schedule Variance - Terminology
Formula
What it means
Planned Value (PV)
As of today, the estimated value of the WORK PLANNED to be done
Earned Value (EV)
As of today, the estimated value of the WORK ACTUALLY ACCOMPLISHED?
Budget at Completion (BAC)
BUDGET for the TOTAL PROJECT
Schedule Variance (SV)
= EV-PV
Difference between ACCOMPLISHED WORK & PLANNED WORK (+ ahead, - behind schedule)
Schedule Performance Index (SPI)
= EV/PV
Comparison of ACCOMPLISHED WORK with PLANNED WORK (ACCOMPLISHED WORK as fraction or % of PLANNED WORK)
(>1 ahead, <1 behind schedule)
Agile, Waterfall

21. Earned Value Management
RISK PV AV EV
Agile, Waterfall
Tool to determine both Cost & Schedule Variances
Schedule Variance determine in terms of Costs

22. Resource Levelling
Adjustment of Start & Finish Dates to produce a Resource Limited Schedule
Lengthens the Schedule & increases Cost to deal with a limited amount of Resources, Resource Availability and other Resource Constraints
Also caters to situation where lengthening of Schedule is preferred to hiring Resources
Can cause change in the Critical Path or generate Near Critical Paths
Agile, Waterfall

23. Resource Levelling
Agile, Waterfall

24. Resource Smoothing
A technique that adjusts the activities of a Schedule Model such that the requirements for Resources on the Project do not exceed certain Predefined Source Limits
Usually applied considering the Float of their activities so that completion dates are not changed, thereby maintaining the integrity of the Critical Path
Critical Path is not changed
Agile, Waterfall

25. Crashing
Adding or adjusting resources in activities on the Critical Path in order to compress the schedule while maintaining the original Project Scope
Trades Time for Money
R1, R2
R1, R2,
R3, R4
Downside: Increased Costs, and possibly Risk
Agile, Waterfall

26. Fast Tracking
Doing Critical Path activities in-Parallel which were originally planned in Series
Downside: Often results in Rework (Cost), usually increases Risk and requires more attention to Communication
Agile, Waterfall

27. What-If Scenario
Process of evaluating scenarios in order to predict their Effect (+ve or –ve) on Project Objectives
Schedule Network Analysis performed using Schedule to compute difference scenarios such as delays in major component delivery, extension of specific engineering durations, force majeure etc
Out of analysis used to assess the Feasibility of the Project Schedule under adverse conditions, preparing Contingency & Response Plans to overcome or mitigate he impact of the unexpected situations
Agile, Waterfall

28. What-If Scenario
Agile, Waterfall

29. Simulation
Calculating Multiple Project Durations with different sets of activity Assumptions, usually using Probability Distributions constructed from the 3-Point Estimates to account for uncertainty eg Monte Carlo simulation
Project Duration
Agile, Waterfall

30. What Monitoring & Control Project Work Entails?
Agile, Waterfall
….Cont’d