Scribd
Upload
50 views25 pages

Edp - PM

This document discusses project monitoring and control. It defines monitoring as collecting data on project performance and controlling as using that data to align actual performance with plans. Effective monitoring includes setting clear objectives, planning activities, and using simple reporting methods like status reports, diaries, and financial reports. Earned value analysis and critical ratios are introduced as quantitative techniques for monitoring and control. Earned value analysis compares planned cost, earned value, and actual cost to calculate variances, while critical ratios compare progress to budgets and schedules. Taking corrective action when variances are significant helps control the project.

Uploaded by

devikap87
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
50 views25 pages

Edp - PM

This document discusses project monitoring and control. It defines monitoring as collecting data on project performance and controlling as using that data to align actual performance with plans. Effective monitoring includes setting clear objectives, planning activities, and using simple reporting methods like status reports, diaries, and financial reports. Earned value analysis and critical ratios are introduced as quantitative techniques for monitoring and control. Earned value analysis compares planned cost, earned value, and actual cost to calculate variances, while critical ratios compare progress to budgets and schedules. Taking corrective action when variances are significant helps control the project.

Uploaded by

devikap87
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 25

PROJECT MONITORING AND CONTROL

Monitoring and Control


Monitoring collecting, recording, and reporting information concerning pro ect performance t!at pro ect manger and ot!er" #i"! to $no# Controlling %"e" data from monitor acti&it' to (ring act%al performance to planned performance

Project Monitoring
Monitoring a pro ect mean" gaining eno%g! information a(o%t t!e pro ect to $no# #!en de&iation" to t!e pro ect plan (ecome large eno%g! to #arrant correcti&e action") It al"o mean" o(taining information a(o%t prod%ct de&elopment, team performance", and recogni*ing potential ri"$") T!i" i" t'picall' accompli"!ed t!ro%g! pro ect "tat%" report" and reg%lar pro ect "tat%" re&ie#")

Why should we monitor a project?


To #or$ to it" f%ll potential, an' $ind of pro ect need" to "et o%t propo"al" and o( ecti&e") T!en a monitoring "'"tem "!o%ld (e #or$ed o%t to $eep a c!ec$ on all t!e &ario%" acti&itie", incl%ding finance") T!i" #ill !elp pro ect "taff to $no# !o# t!ing" are going, a" #ell a" gi&ing earl' #arning of po""i(le pro(lem" and diffic%ltie")

How can a project be monitored?


1. Keep it simple Remem(er+ monitoring i" meant to (e a !elp to good pro ect management and not a (%rden) 2. Objectives ,or$ o%t clearl' at t!e (eginning t!e o( ecti&e" of t!e pro ect, incl%ding a (%dget of t!e li$el' co"t

3. Plan the activities - #!at need" to (e done - #!en it "!o%ld (e done - #!o #ill (e in&ol&ed in doing it - #!at re"o%rce" are needed to do it - !o# long it #ill ta$e to do - !o# m%c! it #ill co"t)

. !onitorin" ,or$ o%t t!e mo"t appropriate #a' of monitoring t!e #or$ - again, $eep it "imple. - meeting" - diarie" - report" on progre"" - acco%nt", report" on finance")

!onitorin" methods
#eports T!e"e do not !a&e to (e &er' long) T!eir p%rpo"e need" to (e clear - to report on acti&itie" and ac!ie&ement") T!e' "!o%ld gi&e a clear and !elpf%l record of e/actl' #!at !a" (een ac!ie&ed) T!e' "!o%ld (e "!ort and to t!e point) T!i" $ind of report #ill !elp in f%t%re planning and #o%ld clearl' inform t!e Go&ernment or a donor agenc' of #!at !a" ta$en place)

$iaries A !elpf%l #a' of recording information #o%ld (e to %"e one "ide of a note (oo$ for dail' or #ee$l' plan") ,rite on t!e ot!er "ide #!at act%all' !appened) 0eeping a #or$ diar' #ill !elp to e&al%ate 'o%r o#n #or$)

%inances Donor agencie" often tran"fer f%nd" in 1%arterl' or !alf 'earl' pa'ment" #!ic! ma' not fit in #it! t!e planned pro ect e/pen"e") Planning of e/pendit%re ma' need to ta$e t!i" into acco%nt) Caref%l (%dgeting and planning #ill (e of great !elp in t!i")

!eetin"s Confidence and tr%"t are &ital) T!ere i" a po""i(ilit' t!at monitoring ma' (e "een a" a #a' of c!ec$ing %p on people) It m%"t (e a oint effort t!at e&er'one i" in&ol&ed #it! in "ome #a' or anot!er)

PROJECT CONTROL
Pro ect control i" a proce"" of comparing act%al performance again"t plan to identif' de&iation", e&al%ate po""i(le alternati&e co%r"e of action", and ta$e appropriate correcti&e action")

Pro ect control "tep"


2) 3etting a (a"eline plan 4) Mea"%ring progre"" and performance 5) Comparing plan again"t act%al 6) Ta$ing action

3etting a (a"eline plan


T!e (a"e line plan pro&ide" %" t!e element" of mea"%ring performance) T!e (a"e line deri&ed from t!e co"t and d%ration information fo%nd in t!e #or$ (rea$ do#n "tr%ct%re data (a"e and time "e1%ence data from t!e net#or$ and re"o%rce "c!ed%ling deci"ion"

Mea"%ring progre"" and performance


Time and" (%dget" are 1%antitati&e mea"%re" of performance t!at readil' fit into t!e integrated information "'"tem) 7%alitati&e mea"%re" "%c! a" meeting c%"tomer tec!nical "pecification and prod%ct f%nction are mo"t fre1%entl' determined (' on-"ite in"pection or act%al %"e ) Mea"%rement of time performance i" relati&el' ea"' and o(&io%")

Comparing plan again"t act%al


Periodic monitoring and mea"%ring t!e "tat%" of t!e pro ect allo# for compari"on of act%al &er"%" e/pected plan) It i" cr%cial t!at t!e timing of "tat%" report (e fre1%ent eno%g! to allo# for earl' detection of &ariation from plan and earl' correction of ca%"e")

Ta$ing action
If de&iation" from plan" are "ignificant, correcti&e action" #ill (e needed to (ring t!e pro ect (ac$ in line #it! t!e original or re&i"ed plan"

Techniques for monitoring and control


Earned 8al%e Anal'"i" Critical Ratio

Earned Value Analysis


A #a' of mea"%ring o&erall performance 9not indi&id%al ta"$: i" %"ing an aggregate performance mea"%re Earned 8al%e Earned &al%e of #or$ performed 9&al%e completed: for t!o"e ta"$" in progre"" fo%nd (' m%ltipl'ing t!e e"timated percent p!'"ical completion of #or$ for eac! ta"$ (' t!e planned co"t for t!o"e ta"$") T!e re"%lt i" amo%nt t!at "!o%ld (e "pent on t!e ta"$ "o far) T!i" can (e compared #it! act%al amo%nt "pent)

Met!od" for e"timating percent completion


T!e ;<-;< e"timate) ;<= i" a""%med #!en ta"$ i" (eg%n, and remaining ;<= #!en #or$ completed) <-2<<= r%le) T!i" r%le allo#" no credit for #or$ %ntil ta"$ i" complete, !ig!l' con"er&ati&e r%le, pro ect al#a'" "eem late %ntil t!e &er' end of pro ect #!en e&er't!ing appear" to "%ddenl' catc! %p Critical inp%t r%le) T!i" r%le a""ign" progre"" according to amo%nt of critical inp%t t!at !a" (een %"ed) La(or or "$illed dependent, mac!ine critical inp%t (%' mac!ine complete ta"$ ma' (e mi"information Proportional r%le) T!i" r%le di&ide" planned 9or act%al: time-to-date (' total "c!ed%led time9or (%dgeted 9or act%al : co"t-to-date (' total (%dgeted ca"t> to calc%late percent complete) T!i" i" commonl' %"ed r%le)

Refer to earned &al%e c!art (a"i" for e&al%ating co"t and performance to date If total &al%e of t!e #or$ accompli"!ed i" in (alance #it! t!e planned 9(a"eline: co"t, and act%al co"t t!en top mgmt !a" no partic%lar need for a detailed anal'"i" of indi&id%al ta"$" Earned &al%e concept com(ine" co"t reporting ? aggregate performance reporting into one compre!en"i&e c!art

@a"eline co"t to completion referred to a" (%dget at completion 9@AC: Act%al co"t to date referred to a" e"timated co"t at completion 9EAC: Identif' "e&eral &ariance" according to t#o g%ideline"
2) 4) A negati&e &ariance i" A(adB Co"t and "c!ed%le &ariance" are calc%lated a" earned &al%e min%" "ome ot!er mea"%re

Earned Value Analysis - Variances


Cost (spending) variance &'() difference (et#een (%dgeted co"t of #or$ performed 9earned &al%e: 9@C,P: and act%al co"t of t!at #or$ 9AC,P: Schedule variance &*() difference (et#een earned &al%e 9@C,P: and co"t of #or$ #e "c!ed%led to perform to date 9@C,3: Time variance &+() difference (et#een time "c!ed%led for #or$ performed 93T,P: and act%al time to perform it 9AT,P:

Critical ratio
3ometime", e"peciall' large pro ect", it ma' (e #ort!#!ile calc%lating a "et of critical ratio" for all pro ect acti&itie" T!e critical ratio i"
act%al progre""

(%dgeted co"t

"c!ed%led progre"" act%al co"t

If ratio i" 2 e&er't!ing i" pro(a(l' on target T!e f%rt!er a#a' form 2 t!e ratio i", t!e more #e ma' need to in&e"tigate

TCAN0 DOE

You might also like