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Project Implementation andProject Implementation and
ControlControl
Presented by:
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INTRODUCTIONINTRODUCTION
BackgroundBackground Any real project is very complex. Many of
the issues of project management are too
difficult to be solved.
This paper presents a structured approach
for execution, monitoring and control of
project activities at operational level.
Many technologies and methods are
developed for successful monitoring and
control to lead the project to success.
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Setting up an efficient control system
the efficient management framework
including :
a. Reporting structure
b. Assessing progress
c. Communication system
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PROJECT EXECUTION PROCESSPROJECT EXECUTION PROCESS
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CLASSIFICATION AND PRIORITIZATIONCLASSIFICATION AND PRIORITIZATION
Some of the characteristics of activities are as follows:
y Effect on other activities
y Technology Content and Quality Requirement
y Requirement of Coordination
y Coordination with External Agencies
C = c1w1+ c2w2 + c3w3+c4w4
C= criticality index of activity
c1, c2, c3, c4 are rating of activity on different process characteristics
W1 ,w2 , w3 , w4 are weights assigned to thesecharacteristics.
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PrePre--Review for Activity ExecutionReview for Activity Execution
Index to determine the level of readiness
for executing an activity can be expressed
as under.
R = r1w1+ r2w2 + r3w3+ r4w4
Where R is readiness index for executing an
activity, r1, r2, r3 and r4 are rating of
current preparation level for executing an
activity on different parameters and w1,
w2, w3 and w4 are corresponding weights
assigned to these parameters.
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PLAN, ISSUES, AND DECISIONSPLAN, ISSUES, AND DECISIONS
DESIGN
METHODOLOGY INPUT
TIME SCHEDULE
PLAN
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PLAN, ISSUES, DECISIONSPLAN, ISSUES, DECISIONS
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PLAN, ISSUES, AND DECISIONSPLAN, ISSUES, AND DECISIONS
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DECISION MAKING FOR ACTIVITYDECISION MAKING FOR ACTIVITY
EXECUTIONEXECUTION
According to Siomn (1960), the decision makingprocess consists of 3 phases :
1. Intelligence Phase2. Design Phase
3. Choice Phase
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STRUCTURED DOCUMENTATIONSTRUCTURED DOCUMENTATION
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STRUCTURED DOCUMENTATIONSTRUCTURED DOCUMENTATION
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Time and cost monitor and control
1. Ranking the priority of monitoring
- rank the activity
- monitoring the activities with no free
float remaining
- monitoring the activities with less
than a specified float
- monitoring high risky activities
-monitoring the activities using critical
resources
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2. Method of time control
- CPM
avoids delay or can shorten the time
activitiesa. increasing resource levels
b. improving resource efficiency
c. shorten critical path timescales tobring a project back on target
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- Non delay approach
adjusts various resources when urgency burstinto the activity on the critical path.
- Precedence requirementScheduling the activities based on the
availability of the process.
- Optimal timing
determine the optimal frequency of the
monitoring and reviewing to different
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- Crashing
minimization of the pessimistic time estimate
in PERT (Program Evaluation and Review
Technique) networks by investing additional
amounts of money in the activities on the
critical path.
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3. Methods of cost control
To control these cost, managers should first setup a cost control system to:
a) Allocate responsibilities for administration
and analysis of financial data
b) Ensure all costs are properly allocated
against project codes
c) Ensure all costs are genuinely in pursuit of
project activities
d) Ensure contractors payments areauthorized
e) Check that other projects are not using
the budget
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4. Change monitor and control
An effective change control system should beestablished to ensure change procedure is
clear and unambiguous and easy for employee
to request a change
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Special case ofSpecial case of A Performance Measurement View of ITA Performance Measurement View of IT
Project ManagementProject Management
`The MCDA-C is a development of themulticriteria decision aiding methodology(MCDA), as a way to give support to decisionmakers in complex, conflicting, uncertaincontexts, where the decision makers want toimprove their understanding of the situation(Ensslin et al., in press).
`This methodology enables the organization to
improve its decisions process and choose theprojects that contribute most to theorganizations success.
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Construction of the multicriteria
model - procedures
Fig 1. The MCDAFig 1. The MCDA--C decision aiding phasesC decision aiding phases
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Multicriteria model of projectMulticriteria model of project
evaluationevaluation
Step 1 : Contextualization
Step 2 : Hierarchical structure of value
Step 3 : Construction of descriptors
Step 4 : independence analysis
Step 5 : Construction of values functions
and indentification of conversion rates Step 6 : Identification of impact profile of
alternatives
Step 7 : Sensitivity analysis
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ConclusionConclusion
A successful project can be predicted by :
Criticality and Readiness index of each
activity for selective monitoring and control Recognize and rank the important factors
affecting time and budget target.
Use MCDA-C software
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