1. Controlling Projects “keeping things in control and in order“
Initiating
Planning
Executing
Controlling
Closing

2. Controlling Phase
Ensuring that the project objectives are met by monitoring and measuring progress and taking corrective action when needed.
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3. Controlling Phase FOCUS Involves:
Measuring progress toward project objectives,
Monitoring deviation from the plan,
and taking “Corrective Actions”
OUTPUTS include:
Performance
Reports,
Requested changes, and
Updates to various plans

4. Project Vs Operational Work Similarities”
You must work with your clients to determine what THEIR definition of SUCCESS is.
TRIPLE CONSTRAINT:
Scope
Quality
Cost
Time

5. Triple Constraint cont.
TIME constraint deals with the time necessary to finish a project.
Should be comprised of a SCHEDULE.
COST constraint can be dependent on material costs, the costs of labor, risk, and machines.
PROFIT must be analyzed
SCOPE constraint is the GOAL of the overall project

6. Triple Constraint cont.
The 3 constraints of project management will almost always be competing with each other.
If a team decides to enlarge the SCOPE of a project, the time will become larger, along with the cost.
If the time constraint is tighter, the SCOPE may be reduced, but the costs will remain high.
If the team should decide to tighten the budget, the SCOPE will become smaller but the time will increase.

7. TRIPLE CONSTRAINT cont.
If even 1 of these constraints is not properly used, the project will be a complete failure.
IF you do not come in on time you will not be successful, (even if the project is high in “quality”)
Improper costs projection--spend too much or too little and end up with an inferior product or service.
If you don’t meet the SCOPE of your project you can miss the objectives and goals entirely.

8. Project Change Management
Definition:
“a general term describing the procedures used to ensure that changes are introduced in a controlled and coordinated manner.”
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9. Change Management Change and adapting to
change is another critical aspect of project management.
Change can come in the form of
a crisis, market shift or technological development
A successful project manager will learn how to adapt and even predict changes
Effective change management is a critical core competency and Project Managers have to be able to adapt to their changing environments.

10. *** Change Management Processes ***
Change Request
-Requests to EXPAND or REDUCE the project SCOPE,
-MODIFY policies, processes, plans or procedures,
-MODIFY costs or budgets, or
-REVISE schedules.
-Need to get APPROVAL for them
Change Order
-Used in some companies to IDENTIFY APPROVED “Change Requests” (order ONCE IT HAS BEEN APPROVED)

11. Top 5 Obstacles To Implementing Change
Employee and staff resistance,
Middle-management resistance,
Poor executive sponsorship,
Limited resources, and
Corporate inertia and politics.
4 out of 5 of these obstacles are about people, while only 1 of these obstacles refers to resources
Book: "Change Management: The People Side of Change", Jeff Hiatt and Timothy J. Creasy
Publication Date: September 2003

12. Changes Most change requests are the result of: An EXTERNAL EVENT
Weather, schedule didn’t take into the consideration of a religious holiday, supplier goes bankrupt
An ERROR or OMISSION in defining the SCOPE of the product or project
A “value-added” change (e.g., new technology, new software version, etc.)

13. Scope Creep Changes to the project that result in additional work.
If not properly identified and managed properly,
your project may come in considerably over budget and/or behind in schedule.
SCOPE CREEP PICTURE:

14. Main Causes Of Scope Creep Are
Poor “Requirements ANALYSIS”: Customers don’t always know what they want and can only provide a “vague idea”. The "I’ll know it when I see it" syndrome.
Not Involving the USERS EARLY Enough: Thinking you know what the users want or need is a serious mistake. It is important to involve them in both the requirements analysis and design phases.
Underestimating the COMPLEXITY of the Project: Many projects run into problems because they are new in an industry and have never been done before. Nobody knows what to expect, there are no lessons learned and no one to ask.

15. *** Main Causes Of Scope Creep *** cont.
LACK OF “CHANGE CONTROL”: You can expect there to be a degree of “Scope Creep” in most projects, therefore it is important to design a process to MANAGE these changes. A simple process of document, consider, approve and resource can be implemented.
GOLD PLATING: This term is given to the practice of exceeding the “Scope” of a project in the belief that “VALUE”is being added. These changes inevitably consume time and budget and are NOT guaranteed to increase customer satisfaction.

16. How to Control Scope Creep
Expect that there will be “Scope Creep”
Be sure you thoroughly understand the project VISION. Meet with the stakeholders
Understand your priorities and the priorities of the stakeholders;
make a list
Define your deliverables and have them approved by the stakeholders
Break the approved deliverables into “actual work requirements”
Break the project down into major and minor milestones and complete a schedule to be approved by the stakeholders

17. ***“Scope Creep” AVOIDANCE ***
Document, document, document!
Document meetings
Anticipate areas of miscommunication.
Be as succinct as possible.
Add what is NOT required.
Obtain sign-off by key stakeholders.
Use signed-off SCOPE and REQUIREMENTS documents to manage your project
What’s “in” and what’s “out”

18. Agenda
Phase 5: Closing Out the Project

19. Closing Projects “Crossing all your T’s, dotting all the I’s“ Closing
Initiating
Planning
Executing
Controlling
Closing

20. Project Closeout
Are activities, from making sure the “T”s are crossed in terms of the
CONTRACT and assessing the PROJECT and establishing any “LESSONS LEARNED”
Often shortchanged due to pressures to reassigning team members
Best accomplished by adding the close-out activities to the WBS

21. Typical Closeout Steps
Conduct FINAL WBS Review
Document closing date and who authorized the closeout, alternatively:
document the reason for NOT closing the project
Measure outcomes and compare to scope document to verify the deliverables and final product is acceptable

22. DELIVERABLES
the “quantifiable” goods or services that will be provided upon the completion of a project
may be an object, used in the greater scheme of the project.
For example, in a project meant to upgrade a firm's technology, a deliverable may be a dozen new computers.
may be a function or aspect of the “overall project”.
For example, a software project may have a deliverable specifying that the computer program must be able to compute a company's accounts receivable.

23. MILESTONE vs. DELIVERABLES
A deliverable differs from a milestone in that a milestone is a measurement of PROGRESS toward an output
whereas the deliverable is the RESULT of the PROCESS.
For a typical project, a milestone might be the:
“completion of a product DESIGN”
While the deliverable might be the:
“technical diagram of the product.”

24. Typical Closeout Steps
Create and deliver final invoice for PM activities
Obtain approval from client
Use “DELIVERABLE Template” documents

25. “DELIVERABLE TEMPLATE” DOCUMENT 2 exampleID
Deliverable
Owner
Complete
Milestone
[Enter a description of the deliverable]
[Enter owner]
[Yes/No]

26. Typical Closeout Step cont.
Provide a “physical deliverable” – even for a NONtangible product such as a “Process”
Examples are:
CD copy of documentation,
letter of certification,
a plaque

27. Typical Closeout Steps
Solicit Feedback
Prepare SURVEYS
Gather survey results
Summarize FEEDBACK for assessment purposes
Conduct Project Assessment
Select and invite meeting participants
Distribute survey summary
Discuss lessons learned
Discuss best practices

28. Typical Closeout Steps
Celebrate Success
Have a PARTY HAVE CAKE
CERTIFICATES
Bring in the BOSS or CLIENT
RIBBON CUTTING CEREMONY

29. CELEBRATE!!

30. PRECEDENCE TABLE

31. Example of a “PRECEDENCE TABLE”

32. QUIZ TIME  Word Bank for “Fill in the Blank” Questions in the: “14 Week Schedule”, 2nd column

33. GROUP TIME WORK ON PRESENTATIONS DUE NEXT WEEK
Take some time today to get organized with your groups,:
assign ROLES, who will be presenting
Who is TYPING up HARD COPY and SUBMITTING

34. Hybrid / Homework Read Chapter 10
Complete all activities required while reading chapter 10
Complete the Fill in the Blank exercise for Chapter 10
Complete the M/C for Chapter 10
GROUP PRESENTATION