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PM-Lecture-8

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3 views25 pages

PM-Lecture-8

Uploaded by

saumya shah
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Dr Anna Michalska

Associate Professor (Teaching Focused)


[email protected]

Lecture 8: Systems for


Planning and Control
Learning outcomes

Define systems for planning and control

Investigate control in projects

Explore the ‘earned value’ concept

Discuss if we should give up some control


Case Study & Quiz:
Kenneth Shinozuka’s Smart Sock
corrective corrective
action action

corrective corrective
action action
Monitoring and controlling plans

Plan
vs
Actual Performance
Project baseline
Project baseline is a fixed reference point.

Establishing a baseline enables the project team to check the progress


of the project, to measure success, and to identify and assess the
impact of deviation from the baseline.
Early identification of deviation will allow the maximum time for
corrective action and assessment of impact on other planned
activities.

Includes: Schedule, Milestones, Budget and Scope


Project planning process

(Maylor & Turner 2022:119)


What is control?
“being in control means that
you are able to assess the status of a particular activity
or set of activities,
are able to compare that with a desired position and
are then able to make adjustments as necessary
to change the state of that system to reduce the gap”

(Maylor 2010:306)
However, …
“projects are rarely static entities
– the requirements, technology and people change
during the project,
so simply controlling
by conformance to a plan
that may no longer be relevant
is unlikely to be beneficial”

(Maylor 2010:291)
What is a system?

“A set of things working together as parts of a mechanism


or an interconnecting network; a complex whole …
structure, organization, order, arrangement, complex,
apparatus, network, administration, institution”

(Oxford Dictionaries 2016)


What is a control system?

“The basic requirements for a control system include:

• defining system characteristics for improvement;


• defining limits to their variation;
• measurement of those characteristics;
• making progress visible;
• feedback to the team of performance;
• instituting corrective action where required.”

(Maylor & Turner 2022:319)


What are the limits and measurements that we
want to control and how?

Scope
Cost
Time
Quality
How can we control scope?
How can we control cost and time?

cost control system


administration and analysis of financial data
accurate cost allocation
genuine project activity costs
authorised contractor payments
budget ringfencing

(Maylor 2010:297)
How can we control quality?
Identify which quality
standards are relevant to the
project and determine how to
satisfy them.

Evaluate overall project


performance on a regular basis
to ensure the project will
satisfy the relevant quality
standards.

Monitor specific project results


to ensure that they comply
with the relevant quality
standards while identifying
ways to improve overall
quality.
How can we control quality?
How can we have progress visibility and feedback?

digital
dashboard

key performance indicators


How can we see where to make corrective action?

The ‘Earned Value’ Concept

planned and actual → variance

brings together time and cost performance


elements into a monetary quantity:
- cost performance indicator
- schedule performance indicator

completion estimates
Let’s shift the discussion…

“Time and costs are at best, only guesses,


calculated at a time when least is known about the project.
Quality is a phenomenon,
it is an emergent property
of peoples’ different attitudes and beliefs,
which often change
over the development life-cycle of a project.”

(Atkinson 1999:337)
Should we then give up some control?
“During the last two decades of the twentieth century
something of a sea change
was ascribed to the practice of management.
… At the heart of much of this advocacy
of the ‘new wave’ (Wood 1989) was
a proclaimed need to shift from
a ‘command-and-control’ mode of management
to one that can perhaps best be captured as that of
‘facilitate-and-empower’.”
(Lilley et al. 2004:83-84)
Watch the video

• “How too many rules at work keep you


from getting things done?”

• https://www.ted.com/talks/yves_morieux_
how_too_many_rules_at_work_keep_you_
from_getting_things_done?language=en
Seminar
Learning outcomes - checklist

Define systems for planning and control

Investigate control in projects

Explore the ‘earned value’ concept

Discuss if we should give up some control


This Photo by Unknown Author is licensed under CC BY
Further reading/viewing
Atkinson, R. (1999) ‘Project Management: Cost, time and quality, two best
guesses and a phenomenon, its time to accept other success criteria’
International Journal of Project Management 17(6):337-342
Lilley, S., G. Lightfoot & P. Amaral M. N. (2004) Representing Organization:
Knowledge, Management, and the Information Age Oxford: OUP
Maylor, H. (2010) Project Management (4th ed.) Harlow: Pearson
Maylor, H. & Turner N. (2022) Project Management (5th ed.) Harlow: Pearson
Morieux, Y. (2015) ‘How too many rules at work keep you from getting
things done’ TEDTalks available online at:
https://www.ted.com/talks/yves_morieux_how_too_many_rules_at_
work_keep_you_from_getting_things_done?l anguage=en

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