Project Development Cycle
description
Transcript of Project Development Cycle
PROJECT PROJECT CHANGE CHANGE CONTROLCONTROL
Prepared By :
Amit Soni
Roll No: 20130103
11-1
Project Change Control Project Change Control DefinedDefined
CONTROL: The act of reducing the difference between plan and reality◦The last element in the plan-
implement-monitor-control cycle◦Uses the information from the
monitoring process to get and keep a project on track
11-2
Control Can Be Control Can Be ComplicatedComplicatedPerformance, cost, and schedule
issues all have a human elementSymptoms are obvious, but root
causes never are◦“Messes” vs. “problems”
Hard to separate random events from systemic difficulties
11-3
Two Fundamental Purposes Two Fundamental Purposes of Project Controlof Project Control
Regulate project results through alteration of activities
Efficiently use and protect organizational assets
11-4
Purpose of ControlPurpose of ControlTo make the actual meet the
plan
The Process◦1. Identify key performance areas◦2. Set standards◦3. Measure performance◦4. Compare◦5. Take corrective action
11-5
Three Types of ControlsThree Types of ControlsCybernetic controls
◦ “Steering”◦ Key feature: automatic operation
Go-no go controls◦ Most common project control◦ Test that predetermined specifications
have been metPost controls
◦ After the fact
11-6
More on Go-No Go More on Go-No Go ControlsControlsBased on project plans, budgets,
schedulesCan be periodic or milestone-
driven◦Both are essential
“Phase-gated” criteria are hurdles that must be passed to go to next project stage◦Common terms: “exit criteria,”
“milestone decisions,” “system maturity models”
11-7
Components of Post Control Components of Post Control ProcessProcessBenefits future projects more
than the present one◦See Project Auditing in Chapter 12
Four parts◦Project objectives◦Milestones, checkpoints, budgets◦Final report on project results◦Recommendations
11-8
Some Desirable Control Some Desirable Control System FeaturesSystem FeaturesFlexible, able to adapt to
unforeseen eventsCost effective (control value >
control cost)Useful and ethicalAccurate, precise, timelySimple and maintainableFully documented
11-9
Effective Control Systems Effective Control Systems Must be BalancedMust be BalancedBalance means
◦Measuring both tangibles and intangibles
◦Looking at both long-term and short◦Keeping flexibility in the system◦Addressing human factors◦Focusing on correction, not
punishment◦Optimizing control, not maximizing it
11-10
Controlling Changes and Controlling Changes and Scope CreepScope CreepChanges can drive higher costs
and stretched out schedulesSo controlling them is an
essential project management task◦A formal change system is a must for
project control
11-11
Five Principles of a Formal Five Principles of a Formal Change ProgramChange ProgramAll contracts specify formal change
processAll changes require formal change
orderAll change orders approved in
writing by client and project organization
Project manager is always consulted
The approved change order becomes part of the master plan
11-12
Changes and Change Changes and Change ControlControlRemember the last step of the
control process: Take corrective action, so that the actual matches the plan
Two Types: Business and Technical Changes
11-13
Business Changes Business Changes Business-relatedDriven by such things as:
◦Spec relief◦Deliverables changes◦Funding shifts◦Schedule changes◦Acts of God◦Subcontractor changes
11-14
Technical Changes Technical Changes
Technological issues, such as:◦New technologies◦Laws of physics◦Competitor response◦Changes in client requirements (real or political)
11-15
16
Thank
Thank You..You..
Any Qu
Any Quest
ions
estions ??
???
?