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IT Project Management
Tutorial 12: Monitoring and Controlling Processes
– Project Integration Management
– Project Scope Management
– Project Time Management
– Project Cost Management
– Project Quality Management
– Project HR Management
– Project Communications Management
– Project Risk Management
– Project Procurement Management
Objectives:
1. Explain the purpose of monitoring and controlling in project management
2. Describe the tasks and outputs of monitoring and control in the 9 project
management knowledge areas
Students are encouraged to prepare their draft answer before class, as this will help
them to discuss the questions and answers during the tutorial session.
1. What is the difference between scope verification and scope control? Why are
both important to project success?
Scope verification
Involves formal acceptance of the completed project scope by the project sponsor
or designated stakeholders
Achieved through customer inspection and then signoff on key deliverables
Scope control (change management)
Focuses on ensuring that changes to scope are beneficial
Determining that a change has occurred
Managing scope changes as they occur
2. You are the project manager for a company that is building a behavioural health
system. The project is slightly ahead of schedule and there have not been any
significant problems to date.
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In reviewing some of the screens under construction, you are surprised to find a
number of features that were not part of the design. The system builder was
one of your most talented and creative programmers. When you ask about
these features, the builder proudly tells you that they add to the functionality
of the system without taking any additional programming time. You can see
that the features definitely do add to the functionality of the system. The code
has already been written for them.
Should you allow them to be included in the system, even though they were not
part of the approved technical design?
This is a classic case of feature creep
Programmers (particularly the most talented and creative ones) like to “tweak”
systems with added features
Although the added features frequently improve system functionality, the benefits
are generally outweighed by the disadvantages.
The added features may cause conflicts with other parts of the system,
particularly in large projects where there are many programmers, each working
on a small part of the system
Even if there is not a conflict with other parts of the system, additional time must
be spent downstream to test and document the added features, as well as to tran
users.
Since this additional time was not built into the schedule or budget, this may
cause the project to fall behind schedule or to exceed its budget.
Conclusion
The project manager should nurture creativity, but insist upon disciplined
adherence to methodology
New features that a stakeholder wants to add should always go through a formal
change management process for approval first, regardless of whether the
stakeholder is a system owner, user, design, or builder
3. Explain how earned value management helps you monitor project performance
and forecast future cost and schedule information. What do you need to do to
use earned value management?
Earned value management (EVM) is a project performance measurement
technique that integrates scope, time and cost data
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Able to monitor progress in meeting the planned scope, time, and cost goals by
creating an earned value chart
Able to forecast when the project will be completed and how much it will cost
based on performance to date
You must have:
A baseline
A good WBS
Start and finish estimates for each task
Cost estimates for each task
Information on when tasks actually started and ended
Information on how much the tasks actually cost
Estimates of the earned value of tasks
4. Given the following information for a 1year project, answer the following
questions. Assume you have actual and earned value data at the end of the
second month.
PV (Planned Value) = $23,000
EV (Earned Value) = $20,000
AC (Actual Cost) = $25,000
BAC (Budget At Completion) = $120,000
a. Complete the following table:
b. How is the project doing? Is it ahead of schedule or behind schedule? Is it
under budget or over budget?
The project is behind of schedule (negative SV)
It is over budget (negative CV)
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c. Use the CPI to calculate the estimate at completion (EAC) for this project. Is
the project performing better or worse than planned?
After month 1, it is estimated that the project will cost $150,000 to complete instead of
$120,000 i.e. the project is performing worse than planned since the new
estimate to complete it is $30,000 more than planned
d. Use the SPI to estimate how long it will take to finish this project
The project is projected to take 13.8 months to be completed
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