Processes Involved in Project Controlling and Monitoring: How to Control Overall Project Status?
Now-a-days, it is really a tough task to monitor and control the project effectively. I am sure every one of us adopts so many methodologies to keep our control on the project. But apart from this control almost 70% of the project fails miserably. And if the project is completed successfully – either you have taken more money to finish the same (i.e., over budgeted) or you have taken more time to finish the same (i.e., behind the schedule). Both situations are poor for a project manager. So, the bottom-line is what should the project manager do to save this bad situation in the project? It is not an easy work to control the pricing, scheduling, and scope for the project.
These three project constraints will always create a problem for your project. Be alert! If you are good in maintaining these three baselines (Scope baselines, schedule baselines, and cost performance baselines); you are doing excellent. So, how to maintain these baselines? How to control the project effectively, so that you can finish the project within the baselines? PMBOK® Guide (Project Management Body of Knowledge) recommends some standard processes to control and monitor the project successfully. Let me explain you the same in brief:
Monitor and Control Project Work & Perform Integrated Change Control:
After project planning you have to start working on the project as per the planning and now it is high time for you to check whether you are working in the same way as planned. As initially, you have planned your project as per the available information in hand (Rolling Wave Planning), it is obvious that there will be change in the project as work progresses (That’s why planning is iterative in nature and progressively elaborated). Good quality project managers always look for avoiding the changes and controls them effectively, if it occurs, balancing the baselines. Discuss with the consultants, other SMEs, senior management or any other project stakeholders including your customer and try to find out a solution. Change is required but not always mandatory. Don’t entertain the change request that have nothing to do with project requirement.
Verify Scope & Control Scope:
Verify scope generally comes after perform quality control. When your project deliverable is accepted from quality control, it will move to verify scope stage. Your customer will verify the scope whether the deliverable fulfills the entire requirement and if it is correct at that point the deliverable will be transitioned to the customer site. If not, again the deliverable needs to revisit in the production stage. As a project manager you should control the scope throughout the project life cycle. It is not like when deliverable is ready then only you will start to control the product; it is really all time process. You should be extra careful so that scope requirement could not slip from your hand.
Control Schedule & Control Cost:
Through Earned Value Management (EVM), you should control schedule and cost for your project. You know your CPI (Cost Performance Index) and SPI (Schedule Performance Index) and based on the result of CPI and SPI you can monitor and control the project. If your CPI is in positive or more than 1, you are good in project cost incurred and if the SPI is in positive or more than 1, you are good in schedule (Refer to Cost Management Knowledge Area, PMBOK® Guide).
Perform Quality Control:
Before delivering the product to the customer, you need to cross-check whether you are delivering the product with the quality required by the customer. For this you can seek help of so many quality tools or quality processes, like Root Cause Analysis, Pareto Chart, Control Chart, Histograms etc.
As you are managing a large project with several numbers of stakeholders, you need to update the project status to each and every responsible stakeholder. Mainly you need to update the project progress report like – where you are in the project progress? What will be forecasting for your project?
Risk can be anytime and anywhere in your project. As a project manager you can not say that you will check risk only in the monitoring and controlling stage. Obviously not!!! Risk should be measured just after project has been started. It is all time task for the project manager.
If you are sub contracting any process to some other party, you need to monitor their performance also in a well timely manner. Based on their performance, project fate could be decided. So, don’t take it lightly. It is the project manager’s sole responsibility to monitor and control the work of sub contractors too. Image Courtesy: cincinnati.com
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