1. Prof. Awad Hanna Project Control  Major objectives for a good control plan. 1.Should accurately represent the work. 2.Permit deviations to be detected, evaluated and forecasted. 3.Should make provision for periodic corrective actions.

2. Prof. Awad Hanna Level of Control  Small projects - low cost - short duration  Detailed network  Reporting mechanism  Middle-sized projects (300 activities)  Detailed network  Summary network  Area and craft network

3. Prof. Awad Hanna Target Activities Properties  The scheduler has to choose between early start schedule or target schedule. Two Major Considerations: 1. The way in which the resources are applied to the activity. 2. The manner in which the activity is to be measured.  In all the previous work we assumed that each activity has a constant rate of utilization.

4. Prof. Awad Hanna We will keep this assumption knowing that the most probable one is  If an activity has expended a third on its cost, the activity is said to be one third finished.  The most important consideration is measuring the completion of activities is that the measure should be consistent throughout the project.

5. Prof. Awad Hanna Target Activity Durations

6. Prof. Awad Hanna Monitoring the Project 1.Feedback from direct contact  Efficient but requires close cooperation between the manager and field personnel.

7. Prof. Awad Hanna Monitoring the Project (cont.) 2.Feedback from photography  Record progress and provide permanent documentation of the work.  Tell nothing about the time taken to perform the work.

8. Prof. Awad Hanna Monitoring the Project (cont.) 3.Feedback from check-off list  Planner prepare a check-off list that is started, to be continued, or to be finished in the next time interval.  Effective if the reporting periods are short “Daily, Weekly” and small number of activities involved.  Disadvantage: false reporting

9. Prof. Awad Hanna Monitoring the Project (cont.) 4.Feedback from bar chart 5.Feedback from networks Advantage: Superintendent has complete information about the status of the project. Disadvantage: Diagram may appear confusing to field personnel.

10. Prof. Awad Hanna Setting the Target Schedule Early Start Schedule: As Target for Control  Problem: Required high effort to keep the plan working Late Start Schedule As Target for Control  Problem: Because every activity is timed to start as its latest, project overruns are sure to follow.

11. Prof. Awad Hanna Target Schedule  Activities may be positioned early or late start or somewhat in between.  Non-critical activities allow intermediate start.

12. Prof. Awad Hanna Anticipated target S-Curve

13. Prof. Awad Hanna The S-Curve field

14. Prof. Awad Hanna Sample Project Cost Data

15. Prof. Awad Hanna Early Start Tree

16. Prof. Awad Hanna Late Start Tree

17. Prof. Awad Hanna Target Network

18. Prof. Awad Hanna Project S-Curve

19. Prof. Awad Hanna Actual Versus Target S-Curves