Project Controls
Summary of Project Controls that we offer to our customers, professionals and clients.
Defining the Role:
1. Analysis “Critical to perform tasks”
a. Schedule:
Reviewing the project schedule to identify critical path activities, potential delays, and opportunities for optimization. This analysis helps in assessing the project's progress, identifying schedule risks, and determining appropriate corrective measures.
1. Key Elements:
a. Work Breakdown Structure (WBS): A hierarchical breakdown of the project scope into smaller, manageable components, such as deliverables, tasks, and activities. The WBS forms the foundation for developing the project schedule.
b. Activity Definition: The process of identifying and describing the specific activities required to complete the project. Each activity should be well-defined, measurable, and assignable.
c. Activity Sequencing: Determining the logical order and dependencies among activities. This step establishes the relationships between activities, such as finish-to-start, start-to-start, finish-to-finish, or start-to-finish.
d. Activity Duration Estimation: Estimating the time required to complete each activity. It involves considering factors such as resources available, historical data, expert judgment, and any constraints or dependencies that may affect activity duration.
e. Schedule Development: The process of creating a time-based representation of the project plan. This includes determining the start and end dates for each activity and arranging them in the most efficient sequence to achieve project objectives.
f. Critical Path Method (CPM): A technique used in Project Controls to identify the critical path, which represents the longest duration path through the project network. Activities on the critical path have zero float or slack, meaning any delay in these activities will delay the project's overall completion.
g. Schedule Baseline: The approved and agreed-upon version of the project schedule that serves as a reference point for performance measurement. It captures the planned start and end dates for activities and becomes the basis for monitoring and controlling schedule deviations.
h. Schedule Control: The ongoing process of monitoring the progress of activities, comparing actual performance against the schedule baseline, and implementing necessary adjustments to manage any schedule variances. Schedule control ensures that the project stays on track and takes corrective actions if deviations occur.
b. Cost:
Evaluating project costs, including budgeted costs, actual expenditures, and projected costs. Cost analysis helps in identifying cost overruns, cost-saving opportunities, and cost performance trends.
1. Key Elements:
a. Cost Estimation: The process of assessing and forecasting the anticipated expenses for completing the project. It involves breaking down the project into smaller components, estimating the cost of each component, and aggregating them to determine the overall project cost.
b. Cost Budgeting: Allocating the estimated costs to various project activities, deliverables, and work packages. Cost budgeting involves assigning financial resources to specific tasks and establishing the cost baseline, which serves as the reference point for tracking and controlling project costs.
c. Cost Control: The ongoing process of monitoring and managing project costs to ensure they align with the approved budget. It involves tracking actual expenses, comparing them against the budgeted amounts, and taking corrective actions to address any cost variances or deviations.
d. Earned Value Management (EVM): A methodology used in Project Controls to integrate schedule and cost performance. EVM provides a framework for measuring project progress and performance by comparing the planned value (PV), earned value (EV), and actual cost (AC) of work performed.
e. Cost Variance (CV): The difference between the earned value (EV) and the actual cost (AC) of work performed. A positive CV indicates that the project is under budget, while a negative CV indicates that it is over budget.
f. Cost Performance Index (CPI): A measure of cost efficiency, calculated by dividing the earned value (EV) by the actual cost (AC). A CPI greater than 1 indicates that the project is performing well in terms of cost, while a CPI less than 1 indicates cost overruns.
g. Cost Forecasting: Predicting the future costs of completing the project based on the current performance and anticipated changes. Cost forecasting helps in assessing the financial health of the project and making informed decisions regarding resource allocation and budget adjustments.
h. Change Management: The process of assessing and managing changes that may impact project costs. This includes evaluating change requests, analyzing their impact on the project budget, and implementing appropriate measures to control costs associated with changes.
c. Risk:
Assessing potential risks and their impact on project objectives. This analysis involves identifying risks, quantifying their likelihood and potential consequences, and developing strategies to mitigate or manage them effectively.
1. Key Elements:
a. Risk Identification: The process of identifying and documenting potential risks that may affect the project. This involves systematically analyzing the project's internal and external environment, considering past experiences, consulting stakeholders, and using various techniques such as brainstorming, checklists, and risk databases.
b. Risk Assessment: Evaluating identified risks to determine their likelihood of occurrence and potential impact on project objectives. Risk assessment involves qualitative analysis (assessing risk probability and impact using scales or categories) and quantitative analysis (using statistical models and data to quantify risks).
c. Risk Response Planning: Developing strategies and action plans to address identified risks. This includes determining appropriate risk responses for each risk, such as risk mitigation (taking actions to reduce the likelihood or impact of a risk), risk transfer (shifting the risk to another party, e.g., through insurance), risk acceptance (accepting the risk and having contingency plans), or risk avoidance (eliminating the risk by not proceeding with the associated activity).
d. Risk Monitoring and Control: Continuously monitoring identified risks, tracking their status, and implementing risk response plans. This involves regular updates to the risk register, assessing the effectiveness of risk mitigation measures, and adjusting risk management strategies as necessary.
e. Risk Register: A documented repository that captures all identified risks, their attributes (e.g., description, likelihood, impact), assigned responsibilities, and planned risk responses. The risk register serves as a central reference for managing and tracking project risks.
f. Risk Impact Analysis: Assessing the potential consequences of risks on project objectives, such as the effect on scope, schedule, cost, resources, or quality. This analysis helps in prioritizing risks and allocating appropriate resources for risk management activities.
g. Contingency Planning: Developing backup plans or alternate strategies to address potential risks and minimize their impact on the project. Contingency plans outline the actions to be taken if specific risks materialize, allowing for timely response and mitigation.
h. Risk Communication: Effectively sharing risk-related information with project stakeholders, including team members, sponsors, and external parties. Transparent and timely communication ensures that all stakeholders are aware of potential risks, their implications, and the progress of risk management efforts.
d. Performance:
Evaluating project performance against established metrics, key performance indicators (KPIs), and project objectives. This analysis helps in tracking progress, identifying performance gaps, and making data-driven decisions.
1. Key Elements:
a. Performance Measurement: The process of collecting and analyzing data to assess project progress and performance against established metrics, key performance indicators (KPIs), and project objectives. Performance measurement helps in evaluating the project's overall health and identifying areas of improvement or concern.
b. Schedule Performance: Evaluating the project's adherence to the planned schedule. Schedule performance analysis involves comparing the actual start and end dates of activities against the baseline schedule, identifying schedule variances, and assessing the impact on project milestones and critical path.
c. Cost Performance: Assessing the project's financial performance and expenditure against the approved budget. Cost performance analysis involves tracking actual costs, comparing them to the planned budget, calculating cost variances, and evaluating cost performance indices such as Cost Performance Index (CPI) and Cost Variance (CV).
d. Quality Performance: Evaluating the project's adherence to quality standards and requirements. Quality performance analysis involves monitoring and measuring the quality of deliverables, conducting inspections or audits, and identifying any non-conformities or deviations that may impact project outcomes.
e. Scope Performance: Assessing the project's compliance with the defined scope and scope management processes. Scope performance analysis involves comparing the actual deliverables and work completed against the planned scope, identifying scope changes, and managing scope creep or scope gaps.
f. Resource Performance: Evaluating the utilization and effectiveness of project resources, such as labor, equipment, and materials. Resource performance analysis involves tracking resource usage, assessing productivity, identifying resource constraints, and optimizing resource allocation to maximize project efficiency.
g. Key Performance Indicators (KPIs): Quantitative metrics or indicators used to measure specific aspects of project performance. KPIs vary depending on the project objectives but can include metrics such as schedule variance, cost performance index, customer satisfaction ratings, safety incidents, or productivity rates.
h. Performance Reporting: Communicating project performance information to stakeholders in a clear and concise manner. Performance reports provide updates on project progress, highlight deviations from targets, and present recommendations for corrective actions or improvements.
e. Variance:
Comparing actual project performance against planned or baseline values. Variance analysis involves identifying deviations, analyzing their causes, and taking appropriate corrective actions.
1. Key Elements:
a. Schedule Variance (SV): Schedule variance measures the difference between the planned or baseline schedule and the actual schedule progress at a specific point in time. It is calculated as the difference between the earned value (EV) and the planned value (PV) of the work performed. SV = EV - PV. A positive SV indicates that the project is ahead of schedule, while a negative SV indicates that it is behind schedule.
b. Cost Variance (CV): Cost variance measures the difference between the planned or budgeted cost and the actual cost incurred for a particular project activity or the overall project. It is calculated as the difference between the earned value (EV) and the actual cost (AC). CV = EV - AC. A positive CV indicates that the project is under budget, while a negative CV indicates cost overruns.
c. Time Variance: Time variance measures the difference between the planned duration or estimated time and the actual time taken to complete a task, activity, or phase. It helps in assessing the efficiency and timeliness of project execution.
d. Resource Variance: Resource variance evaluates the difference between the planned or allocated resources (e.g., labor, equipment, materials) and the actual resources utilized during project execution. It helps in analyzing resource efficiency and identifying resource-related challenges or opportunities.
e. Scope Variance: Scope variance refers to the deviation between the planned project scope and the actual delivered scope. It measures the extent to which the project's actual work and deliverables align with the planned scope.
f. Quality Variance: Quality variance measures the deviation between the expected or specified quality standards and the actual quality of project deliverables or processes. It helps in assessing the effectiveness of quality management practices.
2. Data Collection:
a. Data Identification: Identifying the types of data required to support project controls activities. This involves determining the specific data elements and parameters needed to measure project performance, such as activity start and end dates, resource utilization, cost information, progress updates, and quality metrics.
b. Data Sources: Identifying the sources from which project data will be collected. These sources can include project management software, scheduling tools, financial systems, timesheets, progress reports, inspection records, and other relevant project documentation. Data can also be collected through direct observations, surveys, interviews, or sensors and monitoring systems.
c. Data Collection Methods: Determining the appropriate methods and techniques for collecting project data. This can involve manual data entry, automated data extraction from systems, data logging, electronic data capture, or real-time monitoring. It is essential to ensure the accuracy, reliability, and consistency of the collected data.
d. Data Validation: Verifying the integrity and accuracy of the collected data. Data validation involves checking for completeness, consistency, and correctness. It may include cross-referencing data with other sources, performing data audits or quality checks, and resolving any discrepancies or errors.
e. Data Recording and Storage: Capturing and documenting the collected data in a structured manner. This may involve maintaining a project database, utilizing spreadsheets or project management software, or using specialized tools for data storage and retrieval. Proper data recording ensures data is organized, accessible, and securely stored.
f. Data Analysis: Analyzing the collected data to derive meaningful insights and support project controls activities. This can involve statistical analysis, trend analysis, data visualization, and comparative analysis to identify patterns, trends, outliers, and performance indicators. Data analysis helps in monitoring project progress, identifying risks, assessing performance, and making data-driven decisions.
g. Data Reporting: Presenting the analyzed data in a clear and concise format to stakeholders. Data reports may include visual charts, graphs, dashboards, or written summaries that communicate project performance, trends, forecasts, and any significant findings or recommendations.
3. Cleaning Data:
a. Data Validation: Verifying the integrity and accuracy of the collected data. This involves checking for completeness, consistency, correctness, and adherence to predefined data standards or rules. Data validation helps identify missing data, incorrect values, data format errors, or inconsistencies that need to be addressed.
b. Error Detection and Correction: Identifying and rectifying errors or anomalies in the data. This may involve automated error detection algorithms or manual review of the data to identify discrepancies, outliers, or data entry mistakes. Once identified, errors are corrected or reconciled with accurate values.
c. Removing Duplicates: Identifying and eliminating duplicate entries in the data. Duplicates can occur due to data entry errors, system issues, or multiple sources of data. Removing duplicates ensures that each data point represents a unique and distinct observation or record.
d. Handling Missing Data: Addressing missing data points or incomplete records. This can involve various techniques such as imputation (estimating missing values based on existing data patterns), deletion of incomplete records, or seeking additional data sources to fill in the gaps. Handling missing data helps maintain the integrity and completeness of the dataset.
e. Standardizing Data Formats: Ensuring consistent data formats across different data fields. This includes standardizing units of measurement, date formats, naming conventions, and other data elements to ensure uniformity and ease of analysis.
f. Data Transformation: Converting data into a consistent format or structure that aligns with the desired analysis or reporting requirements. This may involve aggregating data, reformatting data fields, or transforming variables to enable meaningful comparisons and analysis.
g. Quality Assurance: Implementing quality control measures to validate the cleaned data. This can involve cross-checking the cleaned data against the original sources, performing data audits, or involving subject matter experts to review the data for accuracy and reliability.
4. Processing Data:
a. Data Extraction: Retrieving the relevant data from various sources such as project management software, scheduling tools, financial systems, timesheets, progress reports, and other project documentation. Data extraction involves identifying the specific data elements required for analysis and pulling them from the data sources into a usable format.
b. Data Integration: Combining and merging data from multiple sources to create a unified dataset. Data integration ensures that data from different systems or sources are consolidated into a single coherent dataset for analysis. This allows for a comprehensive view of project performance.
c. Data Transformation: Converting and formatting the collected data into a suitable structure for analysis. This may involve aggregating data, reformatting data fields, normalizing data units, or performing calculations to derive additional variables or metrics. Data transformation ensures that the data is in a consistent and standardized format for further processing.
d. Data Analysis: Applying statistical, mathematical, or analytical techniques to the processed data to uncover patterns, relationships, and insights. Data analysis methods can include descriptive statistics, trend analysis, regression analysis, data visualization, or other advanced analytical techniques. The goal is to gain a deeper understanding of project performance, identify areas of concern, and make data-driven decisions.
e. Performance Metrics Calculation: Computing performance metrics and indicators based on the processed data. This can include calculating schedule variances, cost performance indices, earned value metrics, resource utilization rates, or other key performance indicators specific to the project objectives. Performance metrics provide quantitative measures of project performance.
f. Data Visualization: Presenting the processed data and analysis results in a visual format such as charts, graphs, or dashboards. Data visualization aids in conveying complex information in a clear and concise manner, enabling stakeholders to easily interpret and understand project performance.
g. Reporting and Communication: Summarizing and communicating the processed data, analysis findings, and insights to project stakeholders. This can involve generating performance reports, executive summaries, or presentations that highlight key observations, trends, and recommendations based on the processed data.
5. Formatting:
a. Document Formatting: Formatting project documents such as project plans, schedules, cost estimates, progress reports, and risk assessments. This includes defining consistent styles for headings, subheadings, paragraphs, bullet points, and numbering systems. Document formatting ensures a standardized appearance, making it easier for stakeholders to navigate and comprehend the content.
b. Table Formatting: Structuring and formatting tables to present data in a clear and organized manner. This involves using appropriate column headers, row labels, gridlines, and consistent alignment. Table formatting helps in displaying data sets, calculations, and comparisons effectively.
c. Visual Formatting: Enhancing the visual appeal and readability of project control deliverables. This includes using fonts, font sizes, and font styles that are easy to read. Additionally, using appropriate colors, highlighting, and visual elements like charts, graphs, and diagrams to represent data and trends effectively.
d. Consistency: Ensuring consistency in formatting throughout project control documentation. Consistency in font styles, colors, headings, and overall layout makes it easier for stakeholders to navigate and understand the information. Consistent formatting also promotes a professional and polished appearance.
e. Cross-Referencing: Formatting and structuring cross-references within project control documents. This involves numbering sections, figures, tables, and other elements to enable easy referencing and linking between different parts of the document. Cross-referencing enhances the accessibility and usability of project control information.
f. Page Layout: Defining the layout and structure of project control documents. This includes setting margins, headers, footers, page numbers, and pagination. Page layout formatting ensures that the document is organized and structured appropriately, facilitating readability and comprehension.
g. Document Templates: Creating standardized templates for project control deliverables. Templates provide a predefined structure, formatting guidelines, and placeholders for project information. Using templates ensures consistency across different project documents and simplifies the formatting process.
6. Structuring:
a. Work Breakdown Structure (WBS): Structuring the project scope of work into a hierarchical decomposition of deliverables, sub-deliverables, and work packages. The WBS breaks down the project into manageable components, allowing for better planning, resource allocation, and tracking of progress.
b. Activity Sequencing: Structuring project activities in the order they need to be performed, considering dependencies and constraints. Activity sequencing defines the logical flow of work and helps determine the critical path, which is crucial for scheduling and resource optimization.
c. Network Diagramming: Creating network diagrams, such as the Precedence Diagramming Method (PDM) or the Critical Path Method (CPM), to visualize the relationships between project activities. Network diagrams illustrate the dependencies and sequencing of activities, enabling effective project scheduling and analysis of critical paths.
d. Scheduling: Structuring the project timeline and establishing a schedule that outlines the start and end dates of activities, milestones, and key project events. Scheduling involves assigning durations, resource requirements, and constraints to activities, ensuring a realistic and achievable project timeline.
e. Cost Structuring: Breaking down the project budget and cost estimates into different cost categories, work packages, or cost centers. Cost structuring helps in budget allocation, cost control, and tracking expenses at various levels of the project hierarchy.
f. Organizational Structure: Establishing the project's organizational structure, including roles, responsibilities, and reporting lines. Structuring the project organization defines the communication channels, decision-making processes, and accountability within the project team.
g. Document Structure: Organizing project documentation and deliverables in a logical and systematic manner. This involves establishing consistent naming conventions, folder structures, and version control mechanisms to ensure easy access and retrieval of project information.
h. Reporting Structure: Defining the structure and content of project reports, dashboards, and communication channels. Structuring project reporting ensures that stakeholders receive timely and relevant information on project performance, risks, and issues.
7. Interpreting Data:
a. Data Analysis: Conducting statistical analysis, trend analysis, or other analytical techniques on project data to identify patterns, relationships, and performance indicators. Data analysis helps in quantifying project progress, identifying deviations from plans, and assessing the impact of various factors on project outcomes.
b. Performance Evaluation: Assessing project performance against predefined metrics, benchmarks, or targets. Interpreting project performance involves comparing actual results with planned targets, analyzing variances, and understanding the underlying causes of deviations. This helps in identifying areas of concern and opportunities for improvement.
c. Trend Identification: Identifying trends, patterns, or recurring observations in project data over time. Interpreting trends involves recognizing the direction, rate, and consistency of change in project performance indicators. Trend analysis helps in understanding the trajectory of project progress and predicting future outcomes.
d. Risk Assessment: Interpreting risk data to evaluate potential threats and opportunities for the project. This involves assessing the likelihood and impact of risks, understanding their root causes, and developing mitigation or contingency plans. Interpreting risks helps in proactively managing uncertainties and minimizing their impact on project objectives.
e. Contextual Understanding: Providing context and narrative to project data and analysis. Interpreting project data involves explaining the significance, implications, and consequences of the findings within the broader project context. This includes considering project constraints, stakeholder expectations, industry trends, and other relevant factors.
f. Communicating Findings: Presenting interpreted project data and analysis in a clear and concise manner to project stakeholders. Effective interpretation involves translating complex data into meaningful insights, using visualizations, summaries, and narratives that are understandable to a diverse audience. Communicating findings supports decision-making and facilitates informed actions.
g. Performance Forecasting: Using interpreted data and trends to forecast future project performance and outcomes. Interpreting project data enables project professionals to make predictions, estimate resource needs, anticipate risks, and assess the feasibility of meeting project goals. Performance forecasting aids in proactive planning and control.
8. Purpose of Project Controls:
a. Project Management Support: The purpose of Project Controls is to provide support to project management activities by delivering timely and accurate information, tools, and processes. It assists project managers in making informed decisions, managing risks, and ensuring project objectives are achieved.
b. Planning and Scheduling: Project Controls serve the purpose of developing project plans and schedules to establish a roadmap for the project. This includes defining project activities, sequencing them, estimating durations, and allocating resources. The purpose is to create a realistic plan that enables effective project execution.
c. Monitoring and Control: Project Controls are implemented to monitor project progress, track performance against targets, and control deviations from the plan. The purpose is to identify and address issues, variances, and risks promptly, ensuring that the project remains on track and within defined tolerances.
d. Cost Management: The purpose of Project Controls includes managing and controlling project costs. This involves estimating project costs, tracking actual expenditures, analyzing cost variances, and ensuring that the project stays within the approved budget. The purpose is to optimize cost efficiency and financial performance.
e. Risk Management: Project Controls have the purpose of identifying, assessing, and managing project risks. This includes evaluating potential risks, developing mitigation strategies, and monitoring risk exposure throughout the project lifecycle. The purpose is to minimize the impact of risks and maximize project success.
f. Performance Analysis and Reporting: Project Controls serve the purpose of analyzing project performance data, generating reports, and communicating project status to stakeholders. This includes interpreting data, identifying trends, and providing insights for informed decision-making. The purpose is to facilitate transparent communication and enable stakeholders to understand the project's progress and performance.
g. Continuous Improvement: Project Controls have the purpose of facilitating continuous improvement in project management practices. By analyzing project data, identifying areas of improvement, and implementing corrective actions, Project Controls contribute to enhancing project performance, efficiency, and effectiveness over time.