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

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

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

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

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

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

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

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

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

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

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

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

Control Schedule Tools & Techniques Tool Category Tools Performance Reviews Trend Analysis CPM CCM EVM Project Management Software e.g. MS Project, @ 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

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

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

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

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

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

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

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

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

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

Resource Levelling Agile, Waterfall

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

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

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

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

What-If Scenario Agile, Waterfall

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

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