Project Controls and Performance Metrics

Question:

WBS #	Task & Subtask
WBS #	Task & Subtask	1	2	3	4	5		6	7		8	9	10
1	A	————
1.1	A1	—
1.2	A2		—
1.3	A3		—
2	B			————
3	C			————————
4	D				————————————
4.1	D1				—————
4.2	D2						——————
5	E									—————
6	F										——
7	G											—
8	H												—

1 Variance Analysis (cost in thousands)

Task & Subtask	Milestone Status	PV	EV	AC	Variance %
Task & Subtask	Milestone Status	PV	EV	AC	Schedule	Cost
A	Completed	100	100	100
A1	Completed	25	25	25
A2	Completed	50	50	50
A3	Completed	25	25	25
B	Completed	50	50	55
C	Completed	50	50	40
D	In progress	70	40	110
D1	Completed	30	30	50
D2	In progress	40	10	60
E	Not started	90	0	0
F	Not started	40	0	0
G	Not started	50	0	0
H	Not started	5	0	0
Task Totals		455	240	305

2 Estimate at Completion (EAC)

EAC = 3Cost Summary 4S Curve 5 Forecast Completion Date

Forecast completion date = Milestone Report

Milestone Task	Scheduled Completion	Projected Completion	Actual Completion	Issues
A
B
C
D
E
F
G
H

7 Event Report

Current Problem	Potential Impact	Corrective Action

Part B Project Controls

Task: Provide a description of how the project will be controlled including its event driven and time driven contrallabe caterogies and configuration procedural outputs for each item categorised. (max 2 pages).

Answer:

Auditable Category		WBS ID and Item Description		Applicable metrics
1.	Performance / Progress	1.1	Check the progress of the project as per the scope statement	Milestones achieved till date
				Proper sequence of execution of work packages
		1.2	Check whether the project schedule is maintained	Start date and finish date of each work package
				Early start/finish, late start/finish
		1.3	Check whether there is any budget deficit or overspend	Budget spent till date
				Budget left for rest of the project
		1.4	Check whether the performances of the project team members and stakeholders are as per certain standard	Working hours of the human resources, percentage of work completed in each work package, performance as per the expected standards
2.	Compliance	2.1	Check whether the project complies with the project management standards	Project management standards as per PRINCE
				PMBOK Guide
		2.2	Check whether the project complies with the basic standards of the industry	Industry regulations and standards
				Industry project guidelines
		2.3	Check whether the project resources comply with the quality standards set at the start of the project	Quality standards in project
				Quality standards of materials
		2.4	Check whether the project comply with all the various standards and requirements including industries and the project itself	Compliance with various standards can be checked by verifying against various governance documents like PMBOK, Prince2, Healthcare Industry Project Standards and others.
3.	Quality	3.1	Quality of recruitment	Skill set of the human resources
				Work output of human resources
		3.2	Quality of resources	Quality of the materials
				Price of the materials compared to quality
		3.3	Quality of project	Achieved deliverables
				Milestones reached

4.	Change / Exit	4.1	Review Milestones Reached	Each milestone specified in work breakdown structure
				Time of reaching the milestones
		4.2	Review Quality of Outcomes	Compliance requirements
				Project requirements
		4.3	Expenses and Schedule	Cost
				Duration
5.	Risk	5.1	Risk review	Possible risks
				Risks faced
		5.2	Risk identification	Positive risks
				Negative risks
		5.3	Address risks	Risk register
				Risk mitigation framework

6.	Best Practices / Lessons to be Learned	6.1	Reflection on project	Reaching milestones in time
				Followed instructions
		6.2	Reflection on team work	Teamwork done
				Team members helped
		6.3	Reflection on personal achievements	Targets achieved
				Overachievements

Audit Plan

Audit Category	Item	When will it be conducted?	Who will conduct?	Purpose (discovery or decision-making)?
Performance / Progress	1.1	Weekly	Project Manager	Decision Making
	1.2	Weekly	Project Manager	Decision Making
	1.3	Monthly	Finance Manager	Discovery
	1.4	After project	Project Manager	Discovery
Compliance	2.1	Monthly	Project Supervisor	Decision Making
	2.2	Monthly	Project Supervisor	Decision Making
	2.3	Monthly	Project Supervisor	Decision Making
	2.4	After project	Project Supervisor	Decision Making
Quality	3.1	Monthly	Project Manager	Decision Making
	3.2	Monthly	Project Manager	Discovery
	3.3	Weekly	Project Manager	Decision Making

Change / Exit	4.1	Weekly	Project Manager	Decision Making
	4.2	Weekly	Project Manager	Decision Making
	4.3	Weekly	Project Manager	Decision Making

Risk	5.1	Weekly	Project Manager	Discovery
	5.2	Weekly	Project Manager	Discovery
	5.3	Weekly	Project Manager	Decision Making

Best Practices / Lessons to be Learned	6.1	After project	All stakeholders	Discovery
	6.2	After project	All stakeholders	Discovery
	6.3	After project	All stakeholders	Discovery

Project Termination / Closure

3 Termination / Closure Plan The project closure process is the final phase of the project, and is viewed as imperative for determining whether the project has been successful or not in terms of the resources spent, milestones reached and goals achieved. All projects have specific starts that begin with planning and discussions and an end that begin with post project review, closing and termination. There are just 2 Processes in Closing Process Group – Close Procurement, and Close Project.To compute add up to use a closing costs adding machine is accessible to precisely decide the purchaser's closing expenses.

A project conclusion process demonstrates the formal closing of a project, and records the key exercises required to be embraced at this phase of a project. The project conclusion phase can utilize a lessons learned layout, and a project conclusion report frame to encourage the project closing.The significance of this closing and termination process ought to be acknowledged by the project manager or any other higher authority with a specific end goal to review the entire process and determine the project has met all the requirements. Ordinarily, the project group may unwind after the execution phase, and in this way the project may not be completely arranged for this vital procedure.

Spending invades and project defers influences the organization unfavourably, and a smooth project conclusion process will be practical for the business. All endeavors by the project administration group amid the project life cycle are coordinated towards the proficient and smooth project conclusion process, when the expectations are closed down by the client. Project deferrals can be avoided by the association of the client all through the project life cycle. Utilization of a reflective lessons learned session might be useful for the stakeholders to perceive the potential troubles amid the project conclusion process, and improvement of appropriate techniques for a smooth closing.

In this manner it is critical that the project directors completely understand the significance of project conclusion process, list down every one of the exercises and ventures in the underlying phases of the project, audit it routinely and after that execute it at the correct time.

1. Overall Project Responsibility The responsibility for this project lies with the project manager who has been appointed to preside over and manage all the aspects of the project. The project manager is responsible for managing, controlling and supervising the project and performing various activities like approve project plan and other requests, introduce change management, review the project and others (Bentley 2012). However, in order to reduce his workload, the project manager can allocate various duties to the stakeholders so that they can assist the project manager in efficient handling of the project. Fulfilling overall project responsibility is one of the primary requirements that the project manager needs to complete within the overall time frame of the project.

2. Roles, Responsibilities and Performance Criteria The roles, responsibilities and performance criteria for this project consist of the following.

3. Governance Arrangements The governance arrangements for this project consist of a monitoring set up and change management process. For governing the activities in the project, monitoring is required so that the project supervisor or the manager can monitor the progress of the project (Guide 2001). The project supervisor can do the monitoring process and report back to the project manager so that he can govern the project and make suitable changes accordingly. However, project governance is not only about monitoring and introducing changes in the project. Project governance also requires continuous association with the project, identifying the issues and problems in the project, addressing the problems and also monitoring the effects of the changes in the project.

4. Relationship to the Portfolio The Relationship to the Portfolio for this project is established by preparing a suitable project charter that follows the details mentioned in the portfolio. Again, the project charter is developed according to the business strategy adopted by the organization and hence, there is a very important relationship between the portfolio and the business strategy. The details entered in the portfolio must align with the organizational business strategy so that the project can be executed accordingly (Bentley 2012).

5. Authorisation Points The authorisation points for this project are during the submissions of various documents like business case, project charter, project report document, budget request and others. In these points, the responsible stakeholder must review the documents submitted and provide authorization if they find the document to be valid and details mentioned are beneficial / useful for the project (Bentley 2012). However, not every documents or requests should be authorized by the authority. Even if the requests are valid, the authority must first analyse the feasibility and benefits of the request in the project before authorizing the documents or requests.

6. Delegation The delegation arrangements for this project are handed over to the delegation board who have the power to make critical decisions by reviewing the progress of the project or the business strategy of the company (Guide 2001). However, the members assigned in this arrangement must have sufficient amount of skills and competence to make accurate and right decisions in critical phase of the project.

7. Information Validity The manner in which information validity for this project is assured is by providing sufficient amount of statistical or factual back up while providing information. During a project, information exchange is a very common way of team communication (Bentley 2012). However, the information passed must be proved to be valid in order to maintain reliability of the information as well as pass on the correct data regarding the project. Hence, factual or statistical back up must be provided.

8. Scrutiny The scrutiny arrangements for this project are handed over to the project manager. This scrutiny process is conducted at the end of the project during the closing phase. During this time, after the project report document is submitted, the project manager reviews and scrutinizes the entire project (Guide 2001). As a part of the scrutiny, the project manager reviews the budget utilized, schedule followed, milestones reached and the goals reached at the end of the project.

9. Status Reporting The status reporting arrangements for this project are given to the project supervisor who needs to report to the project manager regarding the status of the project. The project supervisor does not actually perform any activity in the project execution but is associated with it throughout its entire course. At the end of each week, the supervisor notes down the status of the project and reports to the manager for review (Guide 2001). Based on the status report, the project manager orders to proceed with the rest of the project or make changes in the project.

10.Improvement The improvement arrangements for this project are crucial for determining the quality of the project and the performances of all human resources associated with the project. With the culture of improvement, there will always be trend of continuous improvement among the personnel associated with the project as they will reflect upon their own work and improve their work accordingly (Bentley 2012). Again, frank internal disclosure of project information ensures growth of trust among the stakeholders that will increase team bonding and team working abilities. Team bonding and trust are to essential requirements that ensure the success of the project. Without culture of improvement and internal disclosure of project information, there will only grow personal rivalry and poor team coordination that will negatively affect the project.

11.Stakeholder Engagement The stakeholder engagement arrangements for this project are allocated to the human resources manager. The duty of the human resource manager is ensure the right people are appointed to the right roles in the project in order to ensure they always perform their best as per their expertise. Furthermore, allocation of right duties to the right people grows a feel of trust among the stakeholders and they are encouraged to work in the project (Guide 2001). In order to engage the stakeholders in the project, a stakeholder matrix can be developed that lists in detail the stakeholder designations and their roles in the project. Furthermore, RACI matrix is used for listing the project tasks and allocating responsibilities to the stakeholders.

Bibliography

ALTIN, Z. and L?VVARÇ?N, Ö., 2015. A Quantitative Model Proposal for the Assesment of Project Performance: The Bridge Model. Celal Bayar Üniversitesi Sosyal Bilimler Dergisi, 13(2).Bentley, C., 2012.

Prince2: a practical handbook. Routledge.Boateng, P., Chen, Z. and Ogunlana, S.O., 2015. An Analytical Network Process model for risks prioritisation in megaprojects. International Journal of Project Management, 33(8), pp.1795-1811.

Callistus, T. and Clinton, A., 2018, January. The Role of Monitoring and Evaluation in Construction Project Management. In International Conference on Intelligent Human Systems Integration (pp. 571-582).

Springer, Cham.Ding, R., 2016. Project Closure Aiming for Maximum Value. In Key Project Management Based on Effective Project Thinking(pp. 325-338). Springer, Berlin, Heidelberg.Ferreira, L., Lopes, N., Ávila, P.S., Castro, H., Varela, M.L.R., Putnik, G.D., Martinho, R., Rijo, R., Miranda, I.M. and Cruz-Cunha, M.M., 2017.

Virtual Enterprise integration management based on a Meta-enterprise-A PMBoK approach.Granstrand, O. and Holgersson, M., 2014. The challenge of closing open innovation: The intellectual property disassembly problem. Research-Technology Management, 57(5), pp.19-25.Guide, A., 2001.

Project management body of knowledge (pmbok® guide). In Project Management Institute.Kloppenborg, T.J., Tesch, D. and Manolis, C., 2014.

Project success and executive sponsor behaviors: Empirical life cycle stage investigations. Project Management Journal, 45(1), pp.9-20.Newton, P., 2015.

Project Management Processes.Pozin, A.M.A., Nawi, M.M.N. and Romle, A.R., 2016. Effectiveness of virtual team for improving communication breakdown in IBS project delivery process. International Journal of Supply Chain Management, 5(4), pp.121-130.Shepherd, D.A., Patzelt, H., Williams, T.A. and Warnecke, D., 2014.

How does project termination impact project team members? Rapid termination,‘creeping death’, and learning from failure. Journal of Management Studies, 51(4), pp.513-546.

Controllable Category	Item & Explanation	PMBOK Knowledge Area
Controllable Category	Item & Explanation	Input	Tool & Technique	Output
1. Deliverable	1.1 Meeting Schedule	Estimated duration	Gantt chart	Appropriate time schedule for project
	1.1 Meeting Schedule	The duration must be successfully met without taking up much additional time
	1.2 Meeting budget	Estimated costs	Bottom up estimation	Appropriate budget
	1.2 Meeting budget	The budget must not be exceeded and the project should be completed within allocated budget.
	1.3 Reaching project goals	Setting milestones	Work breakdown structure	Work packages
	1.3 Reaching project goals	Reaching all the project goals is the primary requirement of the project.

2. Configuration	2.1 Requirements	List of requirements	Requirement analysis	List of deliverables
	2.1 Requirements	All requirements should be fulfilled in the project.
	2.2 Compliance	Compliance requirements	Analysis	Meeting compliance requirements
	2.2 Compliance	The project must comply with the pre set compliance requirements.
	2.3 Standards	Pre set standards	Analysis	Alignment of standards with business strategy
	2.3 Standards	The project must reach the standards set during preparation of the project.

3. Status Accounts	3.1 Weekly status report	Project status	Documentation	Project progress
	3.1 Weekly status report	Weekly status report must be updated on daily basis for status reporting.
	3.2 Change management report	Changes in project	Documentation	Effects of the changes
	3.2 Change management report	Change management report is to be prepared by noting the effects of the project.
	3.3 Risk treatment report	Risk management steps	Documentation	Risk status
	3.3 Risk treatment report	Risk reporting is also an important part of project status reporting.

4. Logs	4.1 Weekly progress log	Daily Progress	Documentation	Progress report
	4.1 Weekly progress log	To keep track of project progress
	4.2 Daily spend log	Daily expenses	Documentation	Finance report
	4.2 Daily spend log	To keep track of project expenditure
	4.3 Change log	Changes made	Documentation	Change report
	4.3 Change log	To keep track of changes in project

5. Issues	5.1 Internal Issues	Internal issues report	Issue Mitigation Action	Internal solution
	5.1 Internal Issues	This is required in order to solve internal issues.
	5.2 External Issues	External issues report	Issue Mitigation Action	External solution
	5.2 External Issues	This is required in order to solve external issues.
	5.3 Technical Issues	Issues log	Issue Mitigation Action	Technical solution
	5.3 Technical Issues	This is required in order to solve technical issues.

6. Procurements	6.1 Human resource	Labour requirements	Interview	Necessary human resources
Recruitment of human resources required.
6.2 Material resource	List of requirements	Tender	Required materials
6.2 Material resource	Procurement of material resources required.
6.3 Additional requirements	List of requirements	As per the nature of requirement	Required materials
6.3 Additional requirements	Procurement of additional resources required.

Name	Role	Responsibility and Performance Criteria
PLEASE FILL	Project Manager	Management, control, supervision and change management of the project, performance is reflected in all aspects of the project
PLEASE FILL	Finance Manager	Management of funds and budget, performance is reflected in the budget allocation and usage
PLEASE FILL	Construction Manager / Software Development Manager (depending on project)	Planning of construction / repair / renovation design, deploying of labour, performance reflected in the final outcome of the project
PLEASE FILL	Project Supervisor	Supervision of project and reporting to the project manager, performance reflected in response to change requirements and requests
PLEASE FILL	Procurement Manager	Procurement of necessary resources for project, performance reflected in the quality of resources procured
PLEASE FILL	HR Manager	Recruitment of human resources, performance reflected in the quality of recruitment

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