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