Chapter 10 Project Monitoring and Control

Chapter10 Project Monitoring & Control

Project Monitoring and Control

Monitoring collecting, recording, and reporting information concerning project performance that project manger and others wish to know. Controlling uses data from monitor activity to bring actual performance to planned performance.

Chapter10 Project Monitoring & Control

Project Monitoring and Control

Why do we monitor? What do we monitor? When to we monitor? How do we monitor?

Chapter10 Project Monitoring & Control

Why do we monitor?

Simply because we know that things dont always go according to plan (no matter how much we prepare) To detect and react appropriately to deviations and changes to plans

Chapter10 Project Monitoring & Control

What do we monitor?
Men (human resources) Machines Materials Money Space Time Tasks Quality/Technical Performance

Chapter10 Project Monitoring & Control

What do we monitor?
Inputs Time Money Resources Material Usage Tasks Quality/Technical Performance
Outputs Progress Costs Job starts Job completion Engineering / Design changes Variation order (VO)

Chapter10 Project Monitoring & Control

When do we monitor?

End of the project Continuously Regularly Logically While there is still time to react As soon as possible At task completion At pre-planned decision points (milestones)
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Where do we monitor?

At head office? At the site office? On the spot? Depends on situation and the whats

Chapter10 Project Monitoring & Control

How do we monitor

Through meetings with clients, parties involved in project (Contractor, supplier,etc.) For schedule Update CPA, PERT Charts, Update Gantt Charts Using Earned Value Analysis Calculate Critical Ratios Milestones Reports Tests and inspections Delivery or staggered delivery PMIS (Project Management Info Sys) Updating
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Meetings Some monitoring issues

What problems do you have and what is being done to correct them? What problems do you anticipate in the future? Do you need any resources you do not yet have? Do you need information you do not have yet? Do you know anything that will give you schedule difficulties? Any possibility your task will finish early/late? Will your task be completed under/over/on budget?

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Project Control Cycle

PLAN Specifications Project Schedule Project budget Resource plan Vendor contracts

ACTION Correct deviations from plan RE-PLAN as necessary

MONITOR Record status Report progress Report cost

COMPARE Actual status against plan -Schedule -Cost

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Project Control

Control process and activities needed to correct deviations from plan Control the triple constraints

time (schedule) cost (budget, expenses, etc) performance (specifications, testing results, etc.)

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Techniques for monitoring and control

Earned Value Analysis Critical Ratio

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Earned Value Analysis

A way of measuring overall performance (not individual task) is using an aggregate performance measure - Earned Value Earned value of work performed (value completed) for those tasks in progress found by multiplying the estimated percent physical completion of work for each task by the planned cost for those tasks. The result is amount that should be spent on the task so far. This can be compared with actual amount spent.

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Earned Value Analysis

Methods for estimating percent completion

The 50-50 estimate. 50% is assumed when task is begun, and remaining 50% when work completed. 0-100% rule. This rule allows no credit for work until task is complete, highly conservative rule, project always seem late until the very end of project when everything appears to suddenly catch up Critical input rule. This rule assigns progress according to amount of critical input that has been used. Labor or skilled dependent, machine critical input buy machine complete task may be misinformation Proportional rule. This rule divides planned (or actual) time-todate by total scheduled time(or budgeted (or actual ) cost-todate by total budgeted cast] to calculate percent complete. This is commonly used rule.
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Earned Value Analysis

Refer to earned value chart basis for evaluating cost and performance to date If total value of the work accomplished is in balance with the planned (baseline) cost, and actual cost then top mgmt has no particular need for a detailed analysis of individual tasks Earned value concept combines cost reporting & aggregate performance reporting into one comprehensive chart

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Earned Value Analysis

Baseline cost to completion referred to as budget at completion (BAC) Actual cost to date referred to as estimated cost at completion (EAC) Identify several variances according to two guidelines
1. 2. A negative variance is bad Cost and schedule variances are calculated as earned value minus some other measure

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Earned Value Chart basis for evaluating cost & performance to date

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Earned Value Analysis - Variances

4 types of variances; Cost (spending) variance (CV) difference between budgeted cost of work performed (earned value) (BCWP) and actual cost of that work (ACWP) Schedule variance (SV) difference between earned value (BCWP) and cost of work we scheduled to perform to date (BCWS) Time variance (TV) difference between time scheduled for work performed (STWP) and actual time to perform it (ATWP)

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Earned Value Variance - Formula

CV = BCWP ACWP (negative value - cost overrun) SV = BCWP BCWS (negative value - behind schedule) TV = STWP ATWP (negative value - delay) Index (Ratios) Cost Performance Index (CPI) = BCWP/ACWP Schedule Performance Index (SPI) = BCWP/BCWS Time Performance Index (TPI) = STWP/ATWP

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EXAMPLE
Assume that operations on a Work Package cost RM 1,500 to complete. They were originally scheduled to finish today. At this point, we actually spent RM1,350. And we estimate that we have completed two thirds (2/3) of the work. What are the cost and schedule variances?

CV = BCWP ACWP = 1500 (2/3) 1350 = - 350 SV = BCWP BCWS = 1500 (2/3) 1500 = - 500 CPI = BCWP/ACWP = 1500(2/3)/1350 = 0.74 SPI = BCWP/BCWS = 1500(2/3)/1500 = 0.67 Spending higher than budget, and given what we have spent, we are not as far along as we should be (have not completed as much work as we should have)

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Possible to have one of indicators to be favorable while the other unfavorable Might be ahead of schedule and behind costs Six possibilities (see figure next slide)

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6 Possibilities Earned Value Analysis

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EXERCISE (Text P.544 Problem 4)

A project to develop a country park has an actual cost in month 17 of $350,000, a planned cost of $475,000, and a value completed of $300,000. Find the cost and schedule variances and the three indexes.

Planned (Baseline) 475,000 Actual cost 350,000

BCWS ACWP

Value completed 300,000

BCWP

Time t

Month 17
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Solution
BCWS = 475,000 BCWP = 300,000 ACWP = 350,000

CV = BCWP ACWP SV = BCWP BCWS

CV = 300,000 350,000 = -50,000 (negative value - cost overrun) SV = 300,000 475,000 = -175,000 (negative value - behind schedule) Cost Performance Index (CPI) = BCWP/ACWP = 300/350 = 0.86 Schedule Performance Index (SPI) = BCWP/BCWS = 300/475 = 0.63 Time Performance Index (TPI) = STWP/ATWP Scheduled Time Work Performed (STWP) can be estimated Time t = Schedule Variance/Slope of Planned costs = -175,000/ (475,000/17) = - 6.26 months Time Difference= 17- 6.26 = 10.74 TV = 10.74/17 = 0.63
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Critical ratio

Sometimes, especially large projects, it may be worthwhile calculating a set of critical ratios for all project activities The critical ratio is actual progress x budgeted cost
scheduled progress actual cost

If ratio is 1 everything is probably on target The further away form 1 the ratio is, the more we may need to investigate

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Critical ratio example

Calculate the critical ratios for the following activities and indicate which are probably on target and need to be investigated.
Activity Actual progress Scheduled Progress Budgeted Cost Actual cost Critical ratio (CR)

A B C D E

4 days 3 days 2 days 1 day 2 days

4 days 2 days 3 days 1 day 4 days

60 50 30 20 25

40 50 20 30 25

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Critical ratio example

Can be on schedule and below budget (Act A) Why so good? Cutting corners? Can be behind schedule but below budget (Act C) Can be on budget but physical progress lagging (Act E) Can be on schedule but cost running higher than budget (Act D) On budget ahead of schedule (Act B)
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Summary

Need proper project monitoring and control mechanisms Tools available to help in monitoring and controlling activities There are human control and management aspects not covered here

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