1. Project Management Methodology
Project monitoring and control

2. Project management tasks
Risk management
Procurement management
Communication management
People management
Scope management
Time management
Cost management
Quality management

3. What to control? Scope Resources Risks occurrence
Time
Cost
People
Risks occurrence
Communication plan implementation
Quality control

4. Scope monitoring and control
At the planning stage the project scope was identified with the help of:
Scope definition (in and out)
Requirements
Deliverables
WBS

5. Scope Control
Scope control involves controlling changes to the project scope
Goals of scope control are to:
Influence the factors that cause scope changes
Assure changes are processed according to procedures developed as part of integrated change control
Manage changes when they occur
Variance is the difference between planned and actual performance

6. The factors of scope change
Time is shorter than planned
Human resources not available
Material resources shortage
Requirements changed

7. Change control Formal change control must be implemented
Change control assumes having a formal processes and procedures of
Filing change requests (CR)
Reviewing CRs
Approval
Planning for implementation

8. Configuration management
This is a part of Change Control system
Must ensure that the descriptions of the project products are correct and complete
Configuration management activities:
Identify and document the functional and physical characteristics of the products
Control any changes to such characteristics
Record and report changes
Audit the product to verify conformance to requirements

9. Change Control and Project Management
Use performance reports to identify and manage changes
Ensure the discipline inside your team in regards to change management
Have everyone affected by the change, informed about the project changes
Coordinate changes

10. Resources monitoring and control
Cost
Time
People
Baseline
Initially developed and approved state of resources allocated to the project
Used to control deviations between actual and planned numbers

11. Cost control
Project budget defined at the planning stage and recorded into the project plan creates the baseline
To have the cost baseline established make sure that
All tasks from WBS have assigned resources
Work efforts are identified
Rate or fixed cost data are provided
Material resources and third-party services are counted

12. Cost controlling tools
Earned value management
This is a project performance measurement technique that integrates scope, time , and cost data.
First thing is to track the WBS items in terms of how much work has been completed by the time of measurement, when the work started and ended, and how much it actually cost to do the work

13. Cost controlling tools
Earned value calculate 3 values
Planned value (PV). That is the budget
Actual cost (AC). That is about how much is spent during a monitoring period
Earned value (EV). The value of actual work completed. To calculate the earned value we need first the Rate of Performance (RP)
RP is calculated as the ratio of actual work completed to the percentage of work planned to be completed.
The EV = PV to date * RP

14. Cost controlling tools
Other calculations involved into the cost control
Cost variance (CV) = EV – AC
If CV is negative it means that the cost is higher than planned. If CV is positive it means that the cost is lower than planned
Schedule variance (SV) = EV – PV as of to date
If SV is negative it means the work took longer than planned. If SV is positive it means that the work took shorter time than planned

15. Cost controlling tools
Cost performance index (CPI) is the ratio of EV to AC.
Used to estimate the projected cost of completing the project. If CPI = 1, the cost is as budgeted. If CPI < 1, the cost is over budgeted. If CPI > 1, the cost is under budgeted.
Schedule performance index (SPI) is the ratio of earned value to planned value.
If SPI = 1 the project is on schedule. If SPI < 1 the project is behind the schedule. If SPI is > 1 the project is ahead of schedule

16. Cost controlling tools
Estimate at completion (EAC)
Used to estimate of what it will cost to complete the project based on performance today
To calculate, use Budget at Completion (BAC) which is equal to planned budget
EAC = BAC/CPI

17. Cost control exercise
You are assigned as a project manager for the project which is approximately in the middle of its completion. Your predecessor was fired, and you did not have a chance to talk to him
You are trying to determine the project state based on a few project management documents (see the MS Word document and answer the questions)

18. Project Risks Control Tools Risks mitigating plan to start with
Risks occurrence log
Issues log
Decisions log

19. The factors of risks occurence
Time is shorter than planned
Human resources not available
Material resources shortage
Requirements changed
And many others. You should think about the factors at the time of identifying the risks

20. Risks occurrences log
A risk owner is responsible for monitoring the risk factors
He/she is also responsible for identifying the risk occurrence and recording it into the log

21. Risks occurrences log The log structure Ref # Risk description
Occurrence date/time
Factors and evidences of occurrence
Activity undertaken to address the occurrence

22. Risk occurrence sample
Risk description
Project may not be implemented by the deadline due to unforeseen problems with new technology
Factors and evidences of occurrence
The tool installation resulted in the system crash
Attempts to change configuration parameters did not bring any results
Technical team has no clue for the problem resolution
Activity undertaken to address the occurrence
Contact the tool vendor for technical support
The tool must be re-installed
Required time – 3 days

23. The risk occurred – what next?
As a project manager do the following
Record the occurrence to the issues log
Report to the management
Work on the issue resolution with the appropriate people
Drive to the decision
Record the decision into the decisions log
Monitor the decision implementation

24. Issues log The log structure: Issue ID
Issue description and key impact
Date/time of being identified
Issue’s originator
Actions anticipated or taken
Issue’s owner
Target date for resolution or “resolved”

25. Issues log record sample
Cont from the risks occurrence:
Issue description and key impact
New tool installation affected the system badly. The system got crashed. The project implementation deadline is impacted.
Issue’s originator
Technical leader
Actions anticipated or taken
Requested for the vendor help. Should go with the installation
Project manager will report to the management and will request for the project deadline delay respectively
Issue’s owner
Target date for the resolution:
Xx.xx.xxx (3 days later)

26. Decisions log Decisions log structure Decision ID Issue ref ID
Issue description
Decision statement
Responsible for the decision implementation
Decision is made by

27. Decisions log record sample
After reporting the issue and discussion
Issue description
New tool installation affected the system badly. The system got crashed. The project implementation deadline is impacted.
Decision statement
Move the project deadline to 3 days later
Discuss with the vendor the issue of the 3 days cost allocation
Responsible for the decision implementation
Project manager
Decision is made by
Project monitoring committee

28. Issues and decisions
Note, that one issue may raise another issue. E.g. time delay practically always impacts cost
Issues not always relate to risks occurrence. Issues may appear at their own, but they always create concerns from the risks management perspective.

29. Communication plan monitoring and control
Two options are used in practice
Project manager acts as a single point of communication
A person who takes a responsibility for a given communication item communicates to the audience directly, keeping a project manager posted.
Decide which way is better. Factors – project specifics and personal preferences

30. Resource Management - allocation
Resolve resource shortage issues:
Review Functional Requirements
Identify critical functions and less important ones
Concentrate resources on critical functions implementation
Exclude “nice to have” tasks
Perform parallel development, e.g. coding and testing in parallel

31. Resource Management - Team
Build the right team
Be prepared to changes
Follow the methodology and standards requirements
Complete documentation
Complete Pilot Project if necessary
Support high spirit of the development team

32. Team models Business team Most often in use in IT projects
Peer group headed by technical leader
Team members are differentiated by the area of expertise
All the members are equal
Technical leader is supposed to make technical decision
Most often in use in IT projects

33. Team models Chief-Programmer Team
Chief-programmer is one with very high productivity and skills, much higher than the others’
He/she is supposed to do major part of work, including design and programming
The others are involved to help only

34. Team models Feature team Often is created to resolve the problem
Team members represent different areas of the project development
They all are responsible for the decisions made
Often is created to resolve the problem

35. RACI Matrix Used to assign responsibilities to team members
R – responsible (doer)
A – accountable (must assure things done)
C – consulted
I – informed