11-*PROJECT CONTROLProject Control DefinedTypes of Control SystemsNeed for Balance in Control SystemsControl of Creative EffortsChanges and Change Control

11-*Project Control DefinedCONTROL: The act of reducing the difference between plan and realityThe last element in the plan-implement-monitor-control cycleUses the information from the monitoring process to get and keep a project on track

11-*Control Can Be ComplicatedPerformance, cost, and schedule issues all have a human elementSymptoms are obvious, but root causes never areMesses vs. problemsHard to separate random events from systemic difficulties

11-*Two Fundamental Purposes of Project Control

Regulate project results through alteration of activitiesEfficiently use and protect organizational assets

11-*Asset Conservation Has Three AspectsPhysical AssetsMaintenance, inventories, security protectionHuman ResourcesManaging acquisition, development and performance of peopleFinancial ResourcesBudgets, audits, financial ratio analysesThe concept of due diligence

11-*Purpose of ControlTo make the actual meet the plan

The Process1. Identify key performance areas2. Set standards3. Measure performance4. Compare5. Take corrective action

11-*Three Types of ControlsCybernetic controlsKey feature: automatic operationGo-no go controlsMost common project controlTest that predetermined specifications have been metPost controlsAfter the fact

11-*A Cybernetic Control System, Figure 11-1

11-*Typical Paths for Correction of Deviation, Figure 11-2

11-*A 2nd-Order Feedback System, Figure 11-3

11-*A 3rd-Order Feedback System, Figure 11-4

11-*More on Go-No Go ControlsBased on project plans, budgets, schedulesCan be periodic or milestone-drivenBoth are essentialPhase-gated criteria are hurdles that must be passed to go to next project stageCommon terms: exit criteria, milestone decisions, system maturity models

11-*Components of Post Control ProcessBenefits future projects more than the present oneSee Project Auditing in Chapter 12Four partsProject objectivesMilestones, checkpoints, budgetsFinal report on project resultsRecommendations

11-*Some Desirable Control System FeaturesFlexible, able to adapt to unforeseen eventsCost effective (control value > control cost)Useful and ethicalAccurate, precise, timelySimple and maintainableFully documented

11-*Effective Control Systems Must be BalancedBalance meansMeasuring both tangibles and intangiblesLooking at both long-term and shortKeeping flexibility in the systemAddressing human factorsFocusing on correction, not punishmentOptimizing control, not maximizing it

11-*A Question of BalanceToo little control?Too much control?$Amount of ControlCControlCMistakes

11-*Control of Creative ActivitiesControlling knowledge work is difficultThree toolsProgress reviewsReassigning peopleControl of resource inputs

11-*Controlling Changes and Scope CreepChanges can drive higher costs and stretched out schedulesSo controlling them is an essential project management taskA formal change system is a must for project control

11-*Five Principles of a Formal Change ProgramAll contracts specify formal change processAll changes require formal change orderAll change orders approved in writing by client and project organizationProject manager is always consultedThe approved change order becomes part of the master plan

11-*Changes and Change ControlRemember the last step of the control process: Take corrective action, so that the actual matches the plan

Two Types: Business and Technical Changes

11-*Business Changes Business-relatedDriven by such things as:Spec reliefDeliverables changesFunding shiftsSchedule changesActs of GodSubcontractor changes

11-*Technical Changes Technological issues, such as:New technologiesLaws of physicsCompetitor responseChanges in client requirements (real or political)

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