SZABIST M&C Unit 1 - Introduction

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UNIT 1



Course Name:Project Monitoring, Evaluation and

Control

Course Code: M&C

Credit Hours: 3 hours every SATURDAY/SUNDAY

Course

Prerequisites:Project Fundamentals

Quarter /Year: Fall 2011-12

Instructor: Suhail IqbalContact No: +92-300-8542526

Consultation

Hours:Saturday & Sunday (evenings) at

SZABIST

E-mail: [email protected]



The course will enable participants to effectively monitor

and control projects using methodologies and tools in

alignment with PMI¶s PMBOK Guide 4th Ed and APMG¶s

PRINCE2:2009, by emphasizing on various aspects of

project monitoring, evaluation and control. The course

will also touch upon Not-for -profit projects and projects

in development sector using Monitoring and Evaluation

Techniques. This course will also enable participants to

gain practical exposure about Project Configuration Management and Change Control System to analyze and

report progress of project work.



The aim of this course is to develop the analysis and

reporting skills necessary for project managers to

monitor, evaluate, assess, and control projects. To equip

participants with theoretical as well as practical

knowledge of standard project management practices

used to develop a comprehensive Configuration

Management and Change Control Mechanism and enable

them to bring their projects back on track.



Attending this course will help participants to learn how

to:

LO1. This course prepares the participant to sit in the

driving seat of a project and steer through all the

uncertainties and risks during the project life cycle,

while in the process making changes and corrections

to the project plan through a predefined change

control mechanism.

LO2. It provides participants with hands-on training to understand the project progress reporting, variance

and trend analysis, projections and forecasting as to

be able to apply corrections to bring the project back

on track.



Unit /Week

Topic Contact Hours

Date Activity Assignment

1 Introduction 3 Jun 18/19, 2011 Lecture /Discussion

2

Monitoring and Control from

PMBOK Guide Perspective 3 Jun 25/26, 2011 Lecture /Discussion

3

Monitoring and Evaluation from

NGO /Development Perspective 3 Jul 2/3, 2011 Lecture /Discussion

4

Evaluation and Assessment from

OGC Perspective 3 Jul 9 /10 2011 Lecture /Discussion Assignment One

5 Work Authorization System 3 Jul 16/17, 2011 Lecture /Discussion

6 Change Control System 3 Jul 23 /24, 2011 Lecture /Discussion

7 Configuration Management System 3 Jul 30/31, 2011 Lecture /Discussion

8 Mid-Term+Review 1+2 Aug 6/7, 2011

Mid-term

exam /Review

9 Scope Verification and Control 3 Aug 13 /14, 2011 Lecture /Discussion Assignment Two

10 Schedule Control 3 Aug 20/21, 2011 Lecture /Discussion11 Progress Status Aug 27/28, 2011 Lecture /Discussion

12 Cost and Budgeting Control 3 Sep 3 /4, 2011 Lecture /Discussion

13 Earned Value Management 3 Sep 10/11, 2011 Lecture /Discussion

14 Quality Assurance and Control 3 Sep 17/18, 2011 Lecture /Discussion

15 Analysis and Reporting 3 Sep 24/25, 2011 Lecture /Discussion

16 Final Exam 3 Oct 1/2 , 2011

Mid-term

exam /Review



Assessment

Instruments*Percentage* LO Covered

Mid Term 30% LO 1,2

Assignment 10% LO 1,2

Presentation /

Participation10% LO 1,2

Class Behavior 10% LO 1,2

Final Exam 40% LO 1,2



Mobile use is strictly disallowed in the class. All

mobiles should either be switched off or set to SILENT

mode.

No eatables or drinks may be brought to class except

mineral water bottles.

Class participation and behavior carry considerable

weightage and all students are instructed to make

themselves aware of this fact.



The mode of training would basically be lectures but

interactive communication would be expected from

students. More than 60% of classes will involve Group

Activities to demonstrate various soft skills taught in the

class. Remaining skills will be honed through take-home

assignments which would be four in number.



The training slides provided by the trainer would include

all the relevant material but students are highly

recommended to consult internet resources to further

their knowledge and understanding. The referenced

books may not be available in the market, this being a

new and unique subject, therefore special emphasis is

being laid on the material provided by the trainer.



Prompt arrival and regular attendance are extremely

important. Latecomers or those missing more than 15

minutes of the class will be marked as absent and will

not be allowed to sit in the class. Refer to student

handbook for policies on late entry, maximum absences

allowed, leave application etc.



UNIT 1



Unit Content Learning Objectives

1. Introduction

Monitoring

Evaluation

Control

Assessment

Audit

Review

Health Check

Assurance

Change Control

Configuration Management

Understand related

terms involved in

Project Monitoring

and Control.



Monitoring

Evaluation

Control

Assessment Audit

Review

Health Check

Assurance Change Control

Configuration Management



MONITORINGMONITORING

³ As soon as the boss decides he wants his workers to do

something, he has two problems: making them do it and

monitoring what they do?.´



Monitoring is the systematic, regular collection and occasional analysis of information to identify and

possibly measure changes over a period of time.



Evaluation is the analysis of the effectiveness and direction of an activity and involves making a

judgment about progress and impact.



Comparing actual performance with planned performance, analyzing variances, assessing trends

to effect process improvements, evaluating

possible alternatives and recommending

appropriate corrective actions as needed.



The main differences between monitoring andevaluation are the timing and frequency of obser vations and the types of questions asked.However, when monitoring and evaluation areintegrated as a project management tool, the linebetween the two becomes rather blurred.

Participatory monitoring and evaluation (PM&E) isthe joint effort or partnership of two or morestakeholders (such as researchers, farmers,government officials, extension workers) to monitor

and evaluate, systematically, one or more researchor development activities (Vernooy et al., 2003).



The term evaluate means to set the value of or

appraise.

Project Evaluation appraises the progress and performance of a project compared to that project's

planned progress and performance, or compared to

the progress and performance of other, similar

projects. The comparison is made by measuring the

project against several different types of standards. The evaluation also supports any management

decisions required for the project.



The term assess means to evaluate or estimate the

nature, ability, or quality.

Project Assessment evaluates the comparative and competitive projects to select the best one out of the

a few/many.

Project assessment has following types and

priorities:- Strategic Assessment

Technical Assessment

Economic Assessment



The term audit is synonymous with analysis,

checkup, inspection, review, scan, scrutiny,

sur vey, and view.

Audits are used throughout the project life cycle

as follows:

Project audit

Scheduled audits

Unscheduled audits Subcontractor and vendor audits

Quality audits

Project safety audits



The main purpose of a project audit is to assist in satisfying the goals of the project in relation to its

contribution to the parent organization's goals. All

elements of the project are reviewed in an effort to

identify and understand strengths and weaknesses.

The project audit thoroughly examines:

Project management

Methodologies and procedures

Records Properties

Budgets and expenditures

Degree of completion



The close of a phase ends with some form of transfer or handoff of the work product produced as the phase

deliverable.

This phase end represents a natural point to reassess the effort under way and to change or terminate the

project if necessary.

Phase End Points may be referred to as:-

Phase Exits

Phase Gates

Decision Gates

Stage Gates

Kill Points



The purpose of a Gateway Review is to help increase

the chances of successful delivery for Programmes &

Projects. It is not an audit (ie made with 20/20 hindsight)

but is a real-time assessment of the potential for

Programme /Project success. It allows the Programme /Project to change course or address issues

that have the potential to undermine the objectives or

affect the projected benefits. It can also provide

evidence to stop Projects that are severely off course or badly misaligned with business objectives. Gateway

Reviews provide important assurance to SROs and

departmental accounting officers that rigorous

independent assessment of public sector investment is

taking place.



Project Health Check is a process-oriented checklist that can be used at various points in the project to

assess that the key aspects of project are adequately

addressed. These checklists are not exhaustive but

should provide reasonable confidence as to whether a project is being managed in accordance with the plan.



The key objectives of a Project Health Check include:

To determine the current state of the project and

detect problems early enough so that the project

team has the capacity to deal with them. To identify factors that will enable or disable the

potential of delivering the anticipated outcome and

benefits of the project.



The Project Board¶s responsibilities to assure itself that the project is being conducted correctly. The project

Board members, each have a specific area to focus for

Project Assurance:

Business Assurance for the Executive /Sponsor User Assurance for the Senior User

Supplier Assurance for the Senior Supplier



A management methodology for integrating scope, schedule, and resources, and for objectively measuring

project performance and progress.

Performance is measured by determining the budgeted cost of work performed (Earned Value) and comparing

it to the Actual Cost of Work Performed (Actual Cost).



Identifying, documenting, approving or rejecting, and controlling changes to the project baselines.

Change Control System is a collection of formal

documented procedures that define how project deliverables and documentation will be controlled, and

approved.

In most applications, the change control system is a

subset of the Configuration Management System.



A sub-system of overall project management system. It is a collection of formal documented procedures used

to apply technical and administrative direction and

sur veillance to:

Identify and document the functional and physical characteristics of a product, result, or ser vice, or

component.

Record and report each change and its

implementation status.

Support the audit of the products, results or components to verify conformance to requirements.

Includes documentation, tracking systems, and

defined approval levels necessary for authorizing and

controlling changes.



The End

SZABIST M&C Unit 1 - Introduction

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