Project Control

Control, the act of reducing differences between plan and actuality, is the final element in the planning-monitoring-controlling cycle. Monitoring and comparing activities with plan, and reporting these findings is to no avail if actions are not taken when reality devi­ates significantly from what was planned. In fact, the simple act of noting and reporting

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Designing the Project Control System

When designing the control system, there are certain helpful guidelines to keep in mind. For instance, the primary purpose of the control system is to correct error, not to identify and punish the guilty. Managers must realize that the past cannot be changed, no matter how loudly they yell. Moreover, investment in the control

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Project Evaluation

The term “evaluate” means to set the value of or appraise. A project evaluation appraises the progress and performance relative to the project’s initial or revised plan. The evalu­ation also appraises the project against the goals and objectives set for it during the selec­tion process—amended, of course, by any changes in the goals and

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Scope Creep and Project Change Control

If midcourse changes in the project specifications are not controlled, the following are typical results: a newspaper front-page headline reading “Stadium costs soaring;” an article on an inner page stating that “Change orders . . . are one of the most common sources of waste and fraud during projects, experts say;” and a quote

Project Auditing

A very special type of evaluation is the formal audit. The project audit is a thorough exami­nation of the management of a project, its methodology and procedures, its records, proper­ties, inventories, budgets, expenditures, progress, and so on. The project audit is not a financial audit, but is far broader in scope and may deal

Project Closure

Eventually the project is closed, either quickly or slowly, but the manner in which it is closed out will have a major impact on the quality of life in the organization. PMBOK refers to this as “project closure” which is covered in PMBOK’s Chapter 4 on Integration. Occasionally, the way project closure is managed

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Evolution of the PMI Model

PMI was founded in 1969 by a group of industry professionals who believed that a professional focus on project management processes was the right strategic answer for improving the manage­ment of projects. That view was further defined in 1975 with their goal statement to foster recognition of the need for professionalism in project management;

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Ancillary Standards and Certifications

PMI continues to provide knowledge and leadership in the standards and certification of project management principles. Beyond the PMP certification these are various other focus areas and certifications sponsored by PMI and all are internationally recognized. Details on these initia­tives can be found at www.pmi.org. Each of the professional certification initiatives impinge on some

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Structure of the PMBOK® Guide Model

Figure 3.2 shows a high-level view of the five major life cycle process groups defined by the PMBOK® Guide. The high-level groupings are as follows: Initiating Planning Executing Monitoring and controlling Closing The flow arrows in Figure 3.2 imply that the five major phases are executed somewhat serially; however, the actual workflow is more