CC603: PROJECT MANAGEMENT

CHAPTER 3
PROJECT CONTROL AND MONITORING
MOHD RUSHDY BIN YAACOB
RAFIKULLAH BIN DERAMAN
POLISAS

Chapter 3 - Project Planning,

Scheduling and Controlling

INTRODUCTION

Mrs. Maria, your blood pressure is

quite high. But. dont worry, I will
ask my assistant to monitor the
pressure hourly. And please take
medicine that will given to you
shortly to control your pressure.
Said Dr Allan to Mrs. Maria.

INTRODUCTION
Monitoring

and controlling processes are very

important in our life. Monitoring involves
determining what information to collect; how,
when and who will collect the information; analysis
of the info; and reporting current progress.
However controlling in terms of a project is a
process of comparing the actual performance with
baseline performance and discerning any deviation.
The project management team then deals with this
deviation, analyses it, and suggests solutions to
bring the schedule back on track, if possible. In
simple words, it measures and evaluates the
progress and performance of a project.
4

Project Planning and

Controlling
Objectives

To arrange the activities appropriately

To make a realistic time scheduling
To make a resources estimation and

planning
To implement time and cost
controlling
To ease the contract administration

Scheduling Techniques
Planning, Scheduling
And controlling Techniques

Bar
Charts

Linear Balance
Method

Progress Curve or
S-Curves

Matrix
Schedules

Critical Path
Method (CPM)

Figure 4.2 Techniques of Project Planning, Scheduling and Controlling

6

Project Scheduling
Techniques
By charts

Gantt chart or bar chart.

Linked bar chart/ Modified Bar Chart
By net work Techniques

A-O-A (Activity on arrow)

o C.P.M (Critical path method)
o P.E.R.T (Programme evaluation Review Techniques)
A-O-N (Activity on node)
o P.D.M (Precedence Diagramming method)
L.B.S (Line of balance system)

14

Gantt Chart or Bar Chart

Bar Chart was developed by Henry Gantt in 1917
It is a graphical representation of work activities
Acts as planning-scheduling model and reporting-control model
The length of bar represents duration of activity

15

June
% Complete 1 2
3
100% 100%
100%
100%

July
5 6

August
9 10

September
13 14 15

October
18 19

November
22 23 24

December
25 26 27 28

January
31 32

ID
1

Task Name
Site posession

Setting Out

Excavate

100%

Pad Footing

100%

Column Stump

100%

Ground Beam

100%

Grd. Flr. Slab & Docking Yard

100%

Apron Slab & Sub Soil & Parameter Drain

Grd. Flr. Column

100%

10

1st. Flr. Beam & Slab & Staggered Floor

100%

11

1st. Floor Column

100%

100%

12

Roof Beam

70%

70%

13

Roof Structure & Covering

40%

14

Ext. Wall & Int. Wall

60%

15

Door & Window & Glass

0%

16

Int. Wall & Ceiling Finishes

0%

17

Int. Flr. Finishes & Hand Railing

0%

18

Ext. Wall & Ceiling Finishes

0%

19

Ext. Floor Finishes

0%

20

Plumbing & Sanitary Installation

21

Road & Carpark & Kerb

22

Site Clearing

0%

23

Turfing & Landscaping

0%

24

Ramp

25

Earthworks

26

Rubbish Bin Center & Pump House & Toilet

65%

27

Soil Drainage & Sewerage

95%

28

Surface Water Drainage

70%

29

Ext. Water Reticulation

0%

30

Electrical & Telephone

20%

31

Fire protection

0%

32

Air conditioner

0%

33

Handing Over - Practical Completion

0%

11

12

16

17

20

21

29 30

33 34

100%
100%
100%
100%
100%

0%
100%
100%

0%
30%

0%
100%

100%
65%
95%
0%

20%

Bar Charts
ADVANTAGES

DISADVANTAGES
-

Simple graphical
- Easy for general
comprehension
- Wide spread used in industry
- Mostly used in small project
- Fairly broad planning and
scheduling tools, so they
require less revision and
updating than more
sophisticated systems

Very cumbersome as the number

of line activities, or bars
increases
- Logical interconnections and
constraints of the various
activities is not expressed
- Difficult to use it for
forecasting the effects that
changes in a particular
activity will have on the
overall schedule

Figure 4.3 Techniques of Project Planning, Scheduling and Controlling

10

Advantages Gantt Chart or Bar Chart

Ability to clearly and quickly present the states of project.
To convey often to upper management, the over all status of a project.
No extensive training is required to learn how to extract in formation from
them.
The period required for execution of each activity or operation can be
observed.
Up date progress of each activity.
Resource aggregation.
Lagging of activities can be noticed to manage work.

17

Limitation/ Disadvantages Gantt Chart or

Bar Chart

Complicated inter- dependencies of various item of work can not be depicted

The critical activities can not be shown by bar charts.

Bars on chart do not show the actual progress because these only represent the
time elapsed in a particular activity. Hence it is not possible to detect till the
allotted is over and work remains in complete as the rate of progress is not shown
separately.

It is very difficult to find out the alternative courses of action they might be taken
and effect of each on project completion is exercised in case of variation of the
construction programme from the planned programme. The length and position
can not be adjusted.

18

Sample of Bar Charts

Table 4.1 Bar Chart for Concrete Gravity-Arch Dam

MONTH
NO.

DESCRIPTION
1

10

Mobilization

Foundation Excavation

Diversion Stage

Foundation Grouting

Dam Concrete

Install Outlet Gates

Install Trash Racks

Actual

Prestress

progress

Radial Gates

10

Spillway Bridge

11

Curtain Grout

12

Dismantle Plant, Clean Up

Schedule

Original

13

Bar Charts
Example

3.1

A project consist of six activities that should be done in a period of

time. Try to create a bar chart to ease the project planning and
scheduling.

Activity
Activity
Activity
Activity
Activity
Activity

A
B
C
D
E
F

:
:
:
:
:
:

1
2
3
2
2
1

week,
week,
week,
week,
week,
week,

starting
starting
starting
starting
starting
starting

from
from
from
from
from
from

1 Oct 2013
5 Oct 2013
15 Oct 2013
25 Oct 2013
29 Oct 2013
5 Nov 2013

14

Bar Chart
STEP 1: Identify start date & finish date for all activities

Activity
A: 1 week, starting from 1 Oct 2013
B: 2 week, starting from 5 Oct 2013
C: 3 week, starting from 15 Oct 2013
D: 2 week, starting from 25 Oct 2013
E: 2 week, starting from 29 Oct 2013
F: 1 week, starting from 5 Nov 2013

(1/10/13 - 8/10/13)
(5/10/13 - 19/10/13)
(15/10/13 - 5/11/13)
(25/10/13 - 8/11/13)
(29/10/13 - 12/11/13)
(5/11/13 - 12/11/13)

21

Bar Chart
STEP 2: Draw outline of Bar Chart
Bar Chart for Example 1
No

1/10

8/10

15/10

Activity

22/10

5/11

29/10

Duration

Week
1
1/10

2
8/10

3
15/10

22/10

29/10

5/11

12/11

22

Bar Chart
A:(1/10/13 - 8/10/13)
B:(5/10/13 - 19/10/13)
C:(15/10/13 - 5/11/13)
D:(25/10/13 - 8/11/13)
E:(29/10/13 - 12/11/13)
F: (5/11/13 - 12/11/13)

STEP 3: Insert activity bars

Bar Chart for Example 1
1/10

8/10

15/10

22/10

5/11

29/10

Week
No

Activity

Duration

1
1/10

2
8/10

3
15/10

4
22/10

5
29/10

6
5/11

12/11

23

Modified Bar Charts

Example 3.2
Data of a project consist of four activities with their
duration and also amount of amount needed for this project.
Createamodifiedbarchartaccordingtothedataabove.
No

Activity

Duration
(week)

Starting
date

Human
Resources
(people)

01October2013

H,I

08October2013

10October2013

15

22October2013

05November2013

Successor

18

MODIFIED BAR CHART

Step 1: Identify start & finish date for all activities
No

Activity

Duration

Starting

Human Resources

(Week)

Date

(People)

Successor

01 October 2013

H, I

08 October 2013

10 October 2013

15

22 October 2013

05 November 2013

G:(1/10/13 - 8/10/13)
H:(8/10/13 - 22/10/13)
I:(10/10/13 - 31/10/13)
J:(22/10/13 - 5/11/13)
K:(5/11/13 - 12/11/13)

25

MODIFIED BAR CHART

Step 2: Draw outline of Bar Char
Week
1
No

Activity

Duration
(week)

Human Resources
(people)

1/10

15

8/10

15/10

22/10

29/10

5/11

12/11

26

MODIFIED BAR CHART

Step 3: Insert activity bars
Modified Bar Chart for Example 2
Week
1
No

Activity

Duration
(week)

Human Resources1/10
(people)

15

2
8/10

3
15/10

4
22/10

5
29/10

6
5/11

12/11

27

Modified Bar Chart

Step 4: Insert the relationship of all activities
Modified Bar Chart for Example 2
Week
1
No

Activity

Duration
(week)

Human Resources1/10
(people)

15

2
8/10

3
15/10

4
22/10

5
29/10

6
5/11

12/11

28

Modified Bar Chart

Step 5: Calculate human resources for each week
Modified Bar Chart for Example 2
Week
1
No

Activity

Duration
(week)

15

G:(1/10/13 - 8/10/13)
H:(8/10/13 - 22/10/13)
I:(10/10/13 - 31/10/13)
J:(22/10/13 - 5/11/13)
K:(5/11/13 - 12/11/13)

Human Resources1/10
(people)

2
8/10 15/10

4
22/10

5
29/10

6
5/11

12/11

29

Modified Bar Chart

Step 5: Calculate human resources for each week
Modified Bar Chart for Example 2
Week
1
No

Activity

Duration
(week)

15

G:(1/10/13 - 8/10/13)
H:(8/10/13 - 22/10/13)
I:(10/10/13 - 31/10/13)
J:(22/10/13 - 5/11/13)
K:(5/11/13 - 12/11/13)

Human Resources1/10
(people)

2
8/10

4
22/10

15/10

5
29/10

6
5/11

12/11

30

Modified Bar Chart

Step 5: Calculate human resources for each week
Modified Bar Chart for Example 2

Week
1/10

No

Activity

Duration
(week)

Human Resources
(people)

15

G:(1/10/13 - 8/10/13)
H:(8/10/13 - 22/10/13)
I:(10/10/13 - 31/10/13)
J:(22/10/13 - 5/11/13)
K:(5/11/13 - 12/11/13)

8/10

15/10

3 22/10 4

29/10

5/11

12/11

5
4

31

Modified Bar Chart

Step 5: Calculate human resources for each week
Modified Bar Chart for Example 2

Week
1
No

Activity

Duration
(week)

15

G:(1/10/13 - 8/10/13)
H:(8/10/13 - 22/10/13)
I:(10/10/13 - 31/10/13)
J:(22/10/13 - 5/11/13)
K:(5/11/13 - 12/11/13)

Human Resources1/10
(people)

2
8/10

4
22/10

15/10

6
5/11

29/10

12/11

5
2

2
3

32

Modified Bar Chart

Step 6: Calculate total amount of human resources for each week
Modified Bar Chart for Example 2

Week
1
No

Activity

Duration
(week)

Human Resources
(people)

15

TOTAL HUMAN RESOURCES

1/10

2
8/10

4
29/10

22/10

15/10

6
5/11

12/11

5
2

2
3

33

Modified Bar Chart

Step 7: Draw resource aggregation (histogram)
Modified Bar Chart for Example 2

Week
1
No

Activity

Duration
(week)

Human Resources
1/10
(people)

15

2
8/10

4
22/10

15/10

6
12/11

5/11

29/10

4
4

Resources
(People)

TOTAL HUMAN RESOURCES

10
5
0

Duration (week)

Progress Curves
Table 4.2 Combination between S-Curves and Bar Charts

Month
Description
1

10

Mobilization

Foundation Excavation

Diversion Stage

Foundation Grouting

Dam Concrete

Install Outlet Gates

Install Trash Racks

progress

Actual

Prestress

Radial Gates

10

Spillway Bridge

11

Curtain Grout

12

Dismantle Plant, Clean Up

100

Original

Schedule

Cumulative progress (%)

No.

29

Progress Curves
Step by step to make s-curve
-

Calculatecostforeachactivity
Calculatetotalcostforallactivity
Calculatetheprogressratiobetweencostforeach
activityandtotalcost
Dividethoseprogressratioequallyforeachactivity
accordingtoitsduration
Addtheprogressratiowhichalreadydividedforeach
unitoftime
Calculatethecumulativeprogressratio
DrawS-Curveasarelationshipbetweencumulative
progressratioanddurationofaproject
Figure 4.4 Step by Step to Make Progress or S-Curve

30

Progress Curves
Example 3.3
As a bar chart is created in Example 3.1, try to draw a
progress or S-Curve of the project with additional data as
follow :
WORK
PROGRESS
RATIO (%)

ACTIVITY

DURATION
(WEEK)

COST
(RM)

1600

2000

10

6000

30

4900

24

3600

18

2000

10

20000

100%

No

TOTAL

31

Progress Curves
Table 4.3 Progress or S-Curve

week
activity

duration
(week)

progress
ratio
(%)

1
1/10

2
8/10

10

30

24

18

10

5
29/10

22/10

6
5/11

100

8
2.1

3
15/10

2.9
10

10

10
6.9

12
9

50

5.1
9
10

Work progress ratio (%)

10.1

12.9

16.9

31

24.1

Cumulative wok progress ratio (%)

10.1

15.1

28

44.9

75.9

100

Cumulative progress (%)

No

32


o
o
o

Critical Path Method

(CPM)

CPM provides the following benefits:

Provides a graphical view of the project.
Predicts the time required to complete
the project.
Shows which activities are critical to
maintaining the schedule and which are
not.
CPM models the activities and
events of a project as a network.
33

NETWORKING TECHNIQUE

Activity on Arrow - ARROW DIAGRAM

Activity on Node

- PRECEDENCE DIAGRAM

TYPICAL ARROW DIAGRAM (AOA)

Fabricate Rebar
Fixed
Rebar

Excava
te
Trench
Fabricate
formwork

Fixed
Formwork

Pour
Concrete

TYPICAL PRECEDENCE DIAGRAM (AON)

Fabricate
Rebar

Excavate
Trench

Fabricate
formwork

Fixed
Formwork

Fixed
Rebar

Pour
Concrete

Critical Path Method

(CPM)
ADVANTAGES

DISADVANTAGES

Networkscanmuchmore
conciselyrepresentlarge
numbersofactivities
Thelogicalinterrelationships
anddependenciesamong
activitiesisreallyshown
Muchmoreusefulfor
forecastingandcontrol
Itidentifythemostcritical
elementsintheproject
schedule
Easytoadjustifanydelayis
happenintheproject

Alittlebitdifficultto
understandthenetworksystem

TYPES OF CPM
-

ArrowDiagramMethod(ADM)
PrecedenceDiagramMethod
(PDM)

Figure 4.5 Advantages and Disadvantages of Critical Path Method

37

EARLY START (ES)

The earliest possible time to start an activity. It is determine by forward
pass calculation through every paths of the network
EARLY FINISH (EF)
The earliest possible time to finish an activity (ES+Duration)
LATE START (LS)
The latest possible time to start an activity without delaying the overall
completion of the project
LATE FINISH (LF)
The latest possible time to finish an activity without delaying the overall
completion of the project It is determine by backward pass calculation
through every paths of the network

TOTAL FLOAT (TF)

APUNGAN KESELURUHAN
The time available to delay the start or finish of an activity
without delaying the completion of the project
Formula : LF ES D = TF

FREE

FLOAT (FF) APUNGAN BEBAS

The time available to delay the start or finish of an activity
without delaying the EARLY START TIME (ES) of the
proceeding activity/ies
Formula : EF ES D = FF

ADM vs. PDM

Table 4.4 Differences between ADM and PDM Method

Item

ADM (AOA)

PDM (AON)
ES

A
LS

Activity

TF

LF

ES: Early Start LS: Late Start

EF: Early Finish LF: Late Finish
D : Duration
TF: Total Float

ES

Event

EF

LS

EF

A
2

LF

ES

EF

A
LS

TF

LF

ES

EF

B
LS

TF

LF

40

ADM vs. PDM

Table 4.4 Differences between ADM and PDM Method (cont.)

Item

ADM

PDM

Definition

Dummy
Activity
D
or

Activity which has not duration. It

is only used to show any
relationship between activities.

Dummy activity is not used in

Precedence Diagram Method
(PDM)

Function
If there is a situation where one

event is used to show

relationship more than one
activity.
To show a complicated
relationship clearly

41

ADM vs. PDM

Table 4.4 Differences between ADM and PDM Method (cont.)

Item

ADM

False

True

Dummy
Activity

D
or
A

42

ADM vs. PDM

Table 4.4 Differences between ADM and PDM Method (cont.)

Item

ADM

PDM

F-S

FS
FF
SS
S-F

Relationship

Critical Path

: A path consist of few activities which will determine the overall project
duration.
Critical path

1.
2.
3.

Es = Ef, or
Ls = Lf, or
Total Float (TF) = 0

- Possible to have more than one critical path

- Activities which lay on critical path cannot suffer any delay

44

ADM vs. PDM

Table 4.4 Differences between ADM and PDM Method (cont.)

Item

ADM

PDM

- Total float

Total float

: The maximum amount of time that the activity can be delayed without
extending the completion time of the overall project.

- FORWARD PASS select big number (duration)

Estimating
duration

: To establish the earliest expected start and finish times for each
activity in the network. (ES n EF)
- BACKWARD PASS select small number (duration)

: To establish the latest allowable start and finish times for each activity
in the network. (LS n LF)

45

Arrow Diagram Method

(ADM)
Note
Forward pass

a
b

c
2
d

backward pass

B
Y

e
f

a:EarlyStart(ES)A
b:LateStart(LS)A
c:EarlyFinish(EF)A=(ES)B
d:LateFinish(LF)A=(EF)B
e:EarlyFinish(EF)B
d:LateFinish(LF)B
X:DurationofactivityA
Y:DurationofactivityB
forward pass

Backward pass

a=0f=e
c=a+Xd=fY
e=c+Yb=d-X
Figure 4.6 Estimating Project Duration using Arrow Diagram Method (ADM)

46

Arrow Diagram Method

Example 3.4
Activity

Event

Successor

Duration
(week)

1-2

B, C

2-3

2-4

3-5

4-6

5-7

6-7

7-8

Estimate the total project duration.

Calculate the total float for each activity in the project
Draw the bar chart according to your calculation

47

Arrow Diagram Method

Solution 3.4

3
B

9
9
2

3
1

2
2

7
G

11

11

12
8

12

2
4

7
8

Total Project Duration = 12 weeks

48

Arrow Diagram Method

Solution 3.4 (cont.)
Event

Activity

Duration

ES

LS

EF

LF

Total Float

(1)

(2)

(3)

(4)

(5)

(6)

(7)

(8) = 7-3-4

1-2

0*

2-3

0*

2-4

3-5

0*

4-6

5-7

11

11

0*

6-7

11

11

7-8
H
1
Critical Path : A B D F H

11

11

12

12

0*

49

Arrow Diagram Method

Solution 3.4 (cont.)

No

week

Activity
1

10

11

12

50

Example 2 on Activity-on-Arrow (A-O-A)

Estimate the total project duration.
Calculate the total float for each activity in the project
Draw the bar chart according to your calculation
ACTIVITY

EVENT

DURATION

PREDECESSOR

(DAY)

START

1-2

START

1-3

START

1-4

START

2-7

3-6

F (DUMMY)

4-6

4-5

7-8

7-9

6-9

E,F

5-9

9-10

I,J,K

8-10

FINISH

M,L

B
5

J
5

C
4

F
K

4
4

G
7

10

2
7

18
M

13

12

11

E
6

C
4

J
10

9
15

L
15

10
20

F
K

4
4
4

G
4

5
11

11
Total Project Duration = 20 weeks
Critical Path = C-G-K-L

20

ACTIVITY

EVENT

DURATION

ES

LS

EF

LF

FF

TF

START

1-2

1-3

1-4

2-7

11

12

3-6

10

F (DUMMY)

4-6

4-5

11

11

7-8

11

12

13

18

7-9

11

12

15

15

6-9

10

15

15

5-9

11

11

15

15

9-10

15

15

20

20

8-10

13

18

20

20

FINISH

54

Arrow Diagram Method

No

Activity

Total
Float

DURATION (DAY)
1

10

10

11

12

11

12

13

14

15

16

17

18

19

20

55

Arrow Diagram Method

Example 3.5
Activity

Event

Predecessor

Duration
(week)

1-2

1-3

1-4

2-5

3-6

4-7

DUMMY

5-6

5-8

DUMMY

6-7

6-9

D, E

7-10

D, E, F

8-11

9-11

Estimate the total project

duration.

Calculate the total float for

each activity in the project

Draw the bar chart according

to your calculation

56

Arrow Diagram Method

Solution 3.5 (cont.)

2
A

7
8

9
J

10
11

10

3
C
3
4

F
7
2

7
10

TOTAL PROJECT DURATION = 10 WEEKS

57

Arrow Diagram Method

Event

Activity

Duration

ES

LS

EF

LF

Total Float

(1)

(2)

(3)

(4)

(5)

(6)

(7)

(8) = 7-4-3

1-2

1-3

1-4

0*

2-5

3-6

4-7

0*

5-8

6-9

7-10

0*

8-11

10

10

0*

9-11

10

10

10-11

10

10

0*
58

Arrow Diagram Method

Solution 3.5 (cont.)

No

Activity

Total
Float

week
1

10

10

11

59

1. Total Project Duration = 10 weeks

12

Precedence Diagram Method

(PDM)
item

A-B (F-S)

A-C (S-S)

Forward Pass (choose the largest number, if >1)

LA-B

A
b

B
f

F-S

ESA

EFA

=a+X

ESB

= c + LA-B

EFB

=e+Y

ESC

= a + LA-C

EFC

=i+Z

Backward Pass (choose the lower number, if >1)

LA-C
S-S

C
j

Figure 4.6 Time Calculation for F-S and S-S Relationship

LFB

=g

LSB

=h-Y

LFA

= f - LA-B

LSA

=d-X

LFC

=k

= j - LA-C

Table
LS 4.7 Formula for Calculating Time F-S and S-S
C

=l-Z

60

Precedence Diagram
Method

Table 4.8 Formula for Calculating Time S-F and F-F

item

A-C (S-F)

A-B (F-F)

Forward Pass (choose the largest number, if >1)

ESA

EFA

=a+X

LA-C

ESB

S-F

EFB

=e+Y

EFC

= a + LA-C

= g + LA-B

ESC

=kZ

=kZ

C
j

LA-B

F-F

Figure 4.7 Time Calculation for S-F and F-F Relationship

Backward Pass (choose the lower number, if >1)

LFC

=k

LSC

=l-Z

LSA

= l - LA-C

LFA

=b+X

LFB

= l - LA-B

LSB

=h-Y

61

Precedence Diagram
Method
Example 3.6
No

Activity

duration

successor

relationship

(week)

Lag (l)
(week)

B,D

A-B (F-S)

A-D (S-S)

B-C (F-S)

D-E (F-S)

E-C (F-S)

1. Estimate the total project duration.

2. Calculate the total float for each activity in the project
3. Draw the bar chart according to your calculation

62

Precedence Diagram
Method
SOLUTION 3.6

L=0

A
0

L=1

B
2

D
3

L=1

L=0

L=0

E
4

Note
Total Float (TF):

Total Project Duration = 6 weeks

TF

Critical Path :

63

Precedence Diagram
Method
SOLUTION 3.6 (CONT.)

No

Activity

week
1

L=1

L=1

64

Precedence Diagram Method

Estimate the total project duration.
Calculate the total float for each activity in the project
Draw the bar chart according to your calculation

ACTIVITY

DURATION
(WEEKS)

SUCCESSOR

B, C, D, E

C, H

F, G

D, K

I, J

H, M

M, K

10

L, O, P, N

NIL

65

Total Project Period : 51 weeks

Critical path : A-E-D-G-J-J-K-N-P-Q
Chapter 3 - Project Planning,
Scheduling and Controlling

66

Scheduling Technique
Line of Balance
Piling

Pile-cap

Piers

Deck

Quantity

20

Time

34

LINE OF BALANCE
A scheduling

technique suitable for repetitive

nature of activities project
Incorporate productivity rate
Originated from manufacturing

CONCEPT OF CONTROLING
ProjectControls

can be defined as
Management action, either preplanned to
achieve the desired result or taken as a
corrective measure prompted by the monitoring
process. Project controls is mainly concerned
with the metrics of the project, such as
quantities, time, cost, and other resources;
however, also project revenues and cash flow
can be part of the project metrics under control.
Thus, we believe an effective Project Controls
process can be applied in a collaboration of its
various sub-disciplines, such as:

69

CONCEPT OF CONTROLING
1) Planning, Scheduling & Project Reporting
Scope management;
Project deliverables:
Work breakdown / Cost breakdown structures;
Schedule management;
Schedule forecasting;
Corrective action;
Progress measurement / reporting;
Productivity Analysis & Calculation;
2) Earned Value Analysis & Management

70

CONCEPT OF CONTROLING
3) Cost Engineering & Estimating
Estimating;
Cost management;
Cost control;
Cost forecasting
4) Change Management & Controls
Change order control;
Trend Analysis;
5) Risk and Delay Claims
Risk Assessment & management;
Delay Claims Quantification
Forensic Schedule Analysis

71

Quality management system

72

Quality management process

and concept

The project manager has the ultimate responsibility for quality

management on the project.

Quality management has equal priority with cost and schedule

management. However, the direct measurement of quality may
be the responsibility of the quality assurance department or the
assistant project manager for quality.

For a labor-intensive project, management support (i.e., the

project office) is typically 1215 percent of the total labor
dollars of the project. Approximately 35 percent can be
attributed to quality management. Therefore, as much as 20
30 percent of all the labor in the project office could easily be
attributed to quality management.
73

Quality management process

and concept
From a project managers perspective, there are three quality
management concepts that should exist support each and every
project. They include:
QUALITY PLANNING
The quality planning is created by the project manager and
project team members by breaking down the project objectives into
a work breakdown structure. Using a treelike diagramming
technique, the project activities are broken down into lower-level
activities until specific quality actions can be identified. The project
manager then ensures that these actions are documented and
implemented in the sequence that will meet the customers
requirements and expectations. This enables the project manager to
assure the customer that he has a road map to delivering a quality
product or service and therefore will satisfy the customers needs.
74

Quality management process

and concept
A good quality planning will:
Identify all of the organizations external and
internal customers
Cause the design of a process that produces
the features desired by the customer
Bring in suppliers early in the process
Cause the organization to be responsive to
changing customer needs
Prove that the process is working and that
quality goals are being met
75

Quality management process and

concept
QUALITY ASSURANCE
Quality assurance is the collective term for the formal activities and
managerial processes that attempt to ensure that products and services
meet the required quality level. Quality assurance also includes efforts
external to these processes that provide information for improving the
internal processes. It is the quality assurance function that attempts to
ensure that the project scope, cost, and time functions are fully integrated.
The Project Management Institute Guide to the Body of Knowledge (PMBOK)
refers to quality assurance as the management section of quality
management. This is the area where the project manager can have the
greatest impact on the quality of his project. The project manager needs to
establish the administrative processes and procedures necessary to ensure
and, often, prove that the scope statement conforms to the actual
requirements of the customer. The project manager must work with his
team to determine which processes they will use to ensure that all
stakeholders have confidence that the quality activities will be properly
performed. All relevant legal and regulatory requirements must also be met.
76

Quality management process and

concept
A good quality assurance system will:
Identify objectives and standards
Be multifunctional and prevention
oriented
Plan for collection and use of data in a
cycle of continuous improvement
Plan for the establishment and
maintenance of performance measures
Include quality audits
77

Quality management process and

concept
QUALITY CONTROL
Quality control is a collective term for activities and techniques,
within the process, that are intended to create specific quality
characteristics. Such activities include continually monitoring
processes, identifying and eliminating problem causes, use of
statistical process control to reduce the variability and to increase
the efficiency of processes. Quality control certifies that the
organizations quality objectives are being met.
The PMBOK refers to quality control as the technical aspect of
quality management. Project team members who have specific
technical expertise on the various aspects of the project play an
active role in quality control. They set up the technical processes
and procedures that ensure that each step of the project provides a
quality output from design and development through
implementation and maintenance. Each steps output must
conform to the overall quality standards and quality plans, thus
ensuring that quality is achieved.
78

Quality management process and

concept

A good quality control system will:

Select what to control

Set standards that provide the basis for decisions
regarding possible corrective action
Establish the measurement methods used
Compare the actual results to the quality standards
Act to bring nonconforming processes and material
back to the standard based on the information
collected
Monitor and calibrate measuring devices
Include detailed documentation for all processes
79