The Organization Performing the Project The Project Control Manual is applicable to all types of organizations performing projects,

including : Organizations performing projects only occasionally Organizations, the activities of which mainly consist of project, Organizations in all branches of industry Organizations using any type of accounting and/or information processing system (the reporting system used in the project control manual can be linked with any accounting system, and no major changes have to be made in the organizations present accounting system or accounting processes).

The Process The types of information contained in the project plan (see section 6.17) of the project control manual may have to be somewhat modified with respect to the type of process to be performed. If, for example, the process is essentially a mental process, (such as process affecting an organizational structure or an information processsing system), or if the process is not very well known to the resource elements going to perform it, then activity descripstions (see section 6.1) are particularly important. On the other hand, well-structured and well known physical processes (such as building processes) may not require activity descriptions (see section 6.1) for each avtivity, on account of the known vocational skills of the persons involved, and on account of the functions performed by the work supervisors. In addition, certain deviation from the details of the project control process described in section 4. May have to be made, depending on the type of process making up the project. In all its essentials, however, the rules of the project control manual hold for all types of processes. The Resource Inputs The properties of the resource elements used should not be allowed to affect the rules for project control. For example, if the persons engaged in the project are of low quality with respect to education, training, experience, etc., this is not a valid reason for deviation from the rules of project control manual. Nor are there any resources of such high quality that the rules of the project control manual do not apply! Instead, such problems have to be solved in some other way, such as providing education and training in the principles and practices of project control (using the project control manual), increased help from external sources (e.g., consultant, subcontractors), or the substitution of resources.

The Object (s) of the process/Project The project control manual is valid for all types, sizes, complexities, etc. of the System (s), and Process (es)

Which make up the object (s) of the project.

The Project Variations in the size and complexity of the project (see section 1.8) do not invalidate the rules of the project control manual. The project planning process (see section 4.), the contents of the project plan (see section 6.17), and the functions performed by the project organization (see section 5.2) are the same, whether the project contains twenty, two hundred, two thousand, twenty thousand activities or more. Such applicability is not only possible, buat also very useful, since the very work executed when establishing the project plan (see section 4.1 and 4.2) always consists of the same types of systematic analyses and creative thinking, which greatly affect the quality of the resultant project plan (see section 6.17). However, large projects (containing more than a few hundred activities) may be difficult to control with manual aids only for reasons of sheer volume. A computer program may therefore be needed as a project control tool. The uses of computers and computer program, however, only affects the form and appearance of some of the forms and documents used, while the contents remains unchanged. For small projects, the project organization (see section 5.2) will be simpler. For example, in very small projects, several of the different functions describes in section 5.2 can be performed by one person. However, all of the functions mentioned in the project control manual are still performed. Futhermore, the form and to a certain extent, the contents of the document files (see section 7) may depend on the size of the project. The number of document of each type (e.g. the number of activity descriptions, see section 6.1) is always smaller for smaller projects.

3.2 LIMITS TO THE USE OF THE PROJECT CONTROL MANUAL The project control manual can be used as a collection of instructions, recommendations, standards, forms, etc. for the planning and control of a project.

Some of the limits to the use of the project control manual are : The project control manual is neither designed for nor suitable for the planning and control of the non-project activities performed by an organization. Consequently, such matters as - The organizations total planning process, e.g., the process of allocating the organizations total resources to the different functional areas and organizational units, and to ordinary and temporary activities (=projects), - The system of plans applied by the organization, and the form and content of these plans, - The ways in which project ideas and proposals are stimulated, collected, evaluated and selected for execution (briefly mentioned in section 1.1), - The organizations system of accounts and its accounting processes, e.g., the handling of internal debit notices and external invoices, personal time reports (see section 6.10), travel expense reports, etc., - (standardized) rules for the writing of letters, protocols, invoices, etc., Fall outside the limits of the project control manual However, where needed, references are given to - The non project part of the organization (administrative function. Planning function, etc.), and to - The organizations administrative handbook Furthermore, some general areas, common to all of the organizations activities, such as the art of dealing with people, are not covered in the project control manual. The project control manual does not provide a description of the process to be performed, but the activity description (see section 6.1) of the project plan (see section 6.17) constitute a link with such process, since the actual contents of the activity descriptions (expected result and how to achieve expected result) are not given for any specific process or type of process. Important advantages of this arrangement are The complete separation of the process description from the instructions for controlling the process, and The applicability of the project control manual to any process or type of process. Rules for documenting the work result of a project, i, e., for establishing a system and/or a process description (s) for the object (s) of the project are not included in the project control manual. The existence of this type of documentation is merely indicated, in section 7.7. Object document files (s), in section 7.8, users document files (s), in the project control flow-chart (see section 4), and elsewhere in the project control manual. The flow-charts depicting the project control process in section 4. Of the project control manual cannot be used or read as literally as computer program flow-charts. They do not constitute programs for people, buat are designed to allow some flexibility in their application, according to the prevailing conditions. The project control manual cannot be used as a guide for selecting and/or using

- A computer, or - A computer program or software package The project control manual is not a textbook, and therefor, does not cover a lot of background material and a range of possibilities with discussions of their pros and cons.

It should be noted that the project control manual is not a textbook on network planning techniques or their application. The reader will discover that the project control manual is just what its tittle promises, i. e., a manual, ready to use in practical application.

4. Project Control Process The project control process is subdivided into ten interrelated project control phases : Project control Phase Project initiation phase Project planning phase Ordering the execution of the activities phase Execution phase for the activities of the project plan Information gathering phase, for project control - Gathering project control information continously - Preparing project control statements periodically Evaluation phase, for project control information Project plan alteration phase Project termination phase - Normal project termination - Premature project termination Initiation phase for consequent project (s) Processing phase for feed-back information to be used for the future projects. 4.1 4.2 4.3 4.4 4.5 4.5.1 4.5.2 4.6 4.7 4.8 4.8.1 4.8.2 4.9 4.10