Management

control of Projects

Prof. P. GURU PRASAD

FACULTY MEMBER
INC GUNTUR
pgp4149@gmail.com

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Introduction

A project is defined as “a
temporary endeavor
undertaken, to create a unique
product or service, with a
definite starting and finishing
points, and within defined
schedules, cost controls and
performance parameters
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Introduction
 The ability to identify viable
projects and execute them
successfully can enable project
based organizations to excel in
their business. For ex L&T
specializes in engineering and
construction projects such as
building high ways, ports etc.,

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Project control
 Projectmanagement must focus
on the means to manage the
resources needed for
successfully completing projects
and fulfuling the objectives of
the project sponsor (owner of
the project)

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Success of the project
 Itdepends upon following factors
 Clear definition of project goals
 Project stake holders commitment on
project success
 Project
sponsor involvement
 Comprehensive planning
 Technical & managerial competence of
project personnel
 Troubleshooting capabilities of
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Project control
systems
 Project control systems are
required to have a check on the
progress of the project in terms
of time, cost, and quality of
output. The cybernetic process
in project control involves
planning of control , assessing
performance, and taking
corrective actions. It is
necessary to keep in mind that
the control activity
Prof. P. Guru should not be6
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Project overview
statement
 The POS which is also known as
project scope statement, statement
of work, document of understanding
of initial project definition- is a
precise description of what the goal
of the project is and how it will be
achieved. It comprises the reason for
undertaking the project, objectives,
anticipated risks and obstacles that
may have a significant bearing on the
progress Prof.and completion of the7
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Project plan
 The preparation of the project
plan commences with defining
project scope. For the given
scope, the activities to be
performed are identified along
with their interdependencies in
terms of sequence, the effort
required to complete each
activity is estimated and project
scheduleProf. P.should be developed8
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Organization for
project control
 The matrix organization is an attempt
to combine the advantages of the
pure functional organizational
structure and product organizational
structure. In matrix organizations, the
members of the project are
answerable to both the project
manager and the departmental
mangers. This causes some conflict
between the project mangers and
functionalProf.managers , as they have to9
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 Typical Matrix structure
Of a construction company
TOP MANGEMENT

Function Function Function Function

Design Procurement Construction Quality control

Activity
O

P N
S
T
Activity Activity Activity
R R

Procurement
U
C

O T
Survey Piling Testing
Of steel
I
O

J N

E F

C
F
L
Y
Activity Activity Activity Activity
T
O
V
Designing Procurement
E
Digging Testing
R
of cement
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Roles of project
members
 Itis the responsibility of each
member of the project to
achieve the objectives of the
project by adding to the project
plan. There should be a clear
demarcation in terms of control-
related roles and the
responsibilities of each member
of the project . Defining the roles
and responsibilities can be done 11
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Control of project
execution
 Once the project enters the
execution phase, the project
manager should take up the
responsibility of re-viewing the
progress of the project in a
timely and phased manner in
order to take corrective action.
For ex- cost over runs, schedule
over runs and other over runs
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Types of project Re-
views
 Statusreviews
 Design reviews
 Process reviews

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Project control tools
 Cost monitoring
 Cost control
 Cash flow management
 Schedule control tools
 CPM, Milestone tracking
 Earned value analysis
 Man power utilization
 Progress measurement
 Productivity measurement
 Progress reporting
 PMIS

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Overall change control
 Inthe course of implementing
the project , many changes can
occur in the project scope due to
many different reasons related
to the external environment,
user requirements, etc. this is
referred to as scope creep. One
factor that caused scope creep is
the absence of a detailed
definition of
Prof. P. Guruthe scope.
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Overall change control
 Scope change control
 Schedule change control
 Cost change control
 Change control system

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Project auditing
 Depth of the project audit
 Timing of the project audit
 Project audit report consists of :-
 Introduction
 Present project status
 Quality
 Future project status
 Critical management issues
 Risk analysis
 Limitations and assumptions
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Conservation and
utilization of assets
 Conservation of physical assets
 Conservation of financial
resources
 Conservation and development
of human resources

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THANK YOU

Prof. P. GURU PRASAD

FACULTY MEMBER
INC GUNTUR
pgp4149@gmail.com

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