CHAPTER 3

PROJECT CONTROL AND

MONITORING

CLO 1 : Explain clearly

the concepts and
processes in a project
management. (C4)

COURSE OUTCOMES :
3.1 Understand Bar Chart and
Gantt Chart
3.1.1 Discuss the usage of the
bar chart and Gantt chart.
3.1.2 Identify the
characteristics of bar
chart and Gantt chart.

a. BAR CHART AND GANTT CHART

A Gantt chart is a type of bar chart, developed
by Henry Gantt, that
illustrates a project schedule.
Gantt charts illustrate the start and finish dates
of the terminal
elements and summary elements of a project .
Terminal elements and summary elements
comprise the work
breakdown structure of the project. Some Gantt
charts also show the dependency (i.e., precedence
network) relationships between activities.
Gantt charts can be used to show current
schedule status using percent-complete shadings
and a vertical "TODAY" line.
It consists of a list of activities in the x axis and
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the y axis the time of
construction
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PREPARED BY - ROSIDA BINTI

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RELATIONSHIP:
1.START T0 START RELATIONSHIP
Digging
trench for
cable 5 km
Lag 1 day

Laying of
cable 5km
Lag 1 day

Filling of trench
5 km

The network shows that the activity of laying the

cable can start one day after the digging of the
trench commences and the filling of the trench
can start one day after the laying of the cable
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begin.
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2. START TO-FINISH RELATIONSHIP

The relationship implies that the completion
of an activity is
dependent on the start of another activity.
Take the case of a system software
development project.
The documentation may not be completed
till after some of
Documentatio
the essential testing has been done.
n

Lag 2 days

Testing

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3. FINISH TO START RELATIONSHIP

Most sequential activities on a network follow

a finish-to-start
relationship.
However, there may be instances when the
succeeding activity
cannot be started immediately when the
preceding activity is
completed.
For instance, the activities in casting a roof
may be erecting
formwork, pouring concrete, removing
formwork and so on.
Removin
Lag 2 weeks
Erecting
Pouring
While the three activities mentioned follow one g
formwork
concrete
formwork
another
sequentially, formwork cannot be removed for
at least two
weeks after the concrete has been poured.
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4. FINISH TO FINISH RELATIONSHIP

Happen when the finish of an activity depends on

the finish of
another activity.
For example, the testing of a prototype of a new
car model cannot
be completed till the prototype is fully ready.
However this does not mean that testing cannot
be commence till
Lag 2 weeks
Assembling
the prototype model is ready.
prototype
Testing

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EXAMPLE FOR CLASS ACTIVITY

ACT. NO.

DEVELOP A
PLAN TO GET
A NEW
PRODUCT TO
MARKET
USE THE DATA
PROVIDED IN
THIS CHART
TO CREAT A
GANTT CHART

ACTIVITY
DESCRIPTION

DURATION

PREDECESSORS

Decide to
Investigate New
Product

New Product Design

6 months

Market Analysis

2 months

Design Production
System

3 months

Assemble
Production System

3 months

Produce Initial
Samples

1.5 months

Product Testing

3 months

Develop Sales
Brochure

2 months

2,3

Detailed Cost
Analysis

1 month

10

Train Sales Staff

2 months

3,8

11

Develop Final
Pricing

1 month

10,9

12

Corporate Project
Report

1 month

3,9,7

13

Initial Sales
Contacts

2 months

11,6,7

14

Orders

0 days

13

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Receive Initial
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0 days

TYPICAL GANTT CHART

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THE USAGE OF THE BAR CHART AND GA

1.Avoid Completion Confusion:
Gantt charts were created to keep
users on track, providing a visual
timeline for starting and finishing
specific tasks.
By providing a visual overview of
milestones and other key dates,
these charts are thought to offer a
more understandable and
memorable method of maintaining
timescale-based tasks and

2. Keep Everyone on the Same

Page:
Where there is a visual framework for the
work to be done, there are fewer chances
for misunderstanding, especially when it
comes to highly complex tasks.
Using Gantt charts allow all types of
stakeholders to have the same
information, set mutually understood
expectations, and conduct their efforts
according to the desired protocol.
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3. Understand Task
Relationships:

These charts can make clear how

various tasks are interrelated and
perhaps rely on the completion of
another to meet specific objectives.
These task relationships revolve
around understanding the timing of
each task, which then impacts other
tasks listed.
This can better assure the optimum
work flow, maximized productivity
and overall project success.
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Task 1

Task 2

Task 4
Task 3

4.Effectively Allocate
Resources:
By being able to look ahead on the
Gantt chart, users can clearly
discern where resources need to be
anticipated, allocated or shared to
maximize the use of those
resources.
The more closely the chart is
followed, the better chance there is
of keeping project costs within
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budget while also
better assuring
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15

5. Get a Handle on the Future:

While it is often easy to get caught up in
day-to-day tasks as detailed on a chart,
Gantt chart advantages include helping
decision-makers look farther ahead to
ensure each given project is working
toward the achievement the
organizations long-term strategic
objectives.

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16

CHARACTERISTICS OF THE BAR

CHART
AND GANTT CHART
1 The bar in each row identifies
the
corresponding task
2 The horizontal position of the bar
identifies start and end times of
the task
3 Bar length represents the
duration of
the task
4 Offer simple and good visual
communication
5 Task durations can be compared
easily

CHARACTERISTICS OF THE BAR

CHART
AND GANTT CHART (cont)

Good for allocating resources and rescheduling

7 Precedence relationships is
represented using
arrows
8 Critical activities are usually
highlighted
9 Slack times are represented using bars
with
doted lines
10. Milestones can be represented by
special shapes
11. Minor changes in data can cause major
6

3.2 Understand Critical

Path
Method (CPM)
3.2.2 Describe the
principle of
CPM
3.2.3 Understand the
terms

CRITICAL PATH METHOD

Around 1957 the Critical Path method
(CPM) was
developed to assist in the building and
maintenance
of chemical plants at du Pont.
Critical path analysis (CPA) is used to
organize and
plan projects so they are completed on
time and
within budget.
The project is structured so tasks that are
dependant
on each otherPREPARED
are identified
BY - ROSIDA BINTI so that critical
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tasks can

The essential technique for using

CPM is to construct a model of the
project that includes the following:
A list of all activities required to
complete the
project (typically categorized
within a work
breakdown structure),
The time (duration) that each
activity will take
to completion, and
The dependencies between the
activities.
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CPM and arrow method calculates the

longest path
of planned activities to the end of the
project, and
the earliest and latest that each
activity can start and
finish without making the project longer.
This process determines which activities
are "critical
and which have "total float.
In project management, a critical path is
the
sequence of project network
activities which
add
upBINTI
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BY - ROSIDA
- PSA
to the longest AHMAD
overall
duration.

TERMS USED IN CPM

a. Activity the work content required to be
achieved to accomplish an event. An
activity can have these properties:
names of any other activities that have
to be completed before this one can start

a projected normal time duration

b. Arrow - An arrow represents a task and
represent
order of events.
dummy- dummy activities are inserted
into the network to deal with activities
having identical starting and ending
events. It is not really an activity as it
uses no time nor resources. A Dummy

TERMS USED IN CPM

d.Duration time taken to complete an

activity.
It can be in day, week, month and
year.
e.Event - The nodes or events
represent points in time when the
certain activities have been started or
completed.
f.Early to start (ES) is the earliest
time which
any subsequent activity can start

TERMS USED IN CPM

h.Finish to start (FS) the second activity
cannot start until the first has been
completed.
i. Finish to finish (FF) the second
activity cannot finish
until the first has been completed.
j. Float - The float time for an activity is
the time
between the earliest (ES) and the
latest (LS) start time
or between the earliest (EF) and
latest (LF) finish
times. During the float time, an
activity can be

COURSE OUTCOME :
3.2.4 Construct
network diagram and
determine project
duration and identify
critical path using
Arrow Method.
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26

CPM (NETWORK
ANALYSIS)
ACTIVITY ON ARROW

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sta
rt
activity

finish
node

duration
arrow
dummy

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TYPE OF NODES

EST

LST

EST
LST

EFT
LFT

EFT
LFT

or

or

EST LST

EST LST

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2
EFT LFT

EFT LFT

RULES :
a)Activity arrows should be drawn
from left to right.
b)Crossing of an activity arrows
should be avoided.
c)Avoid use of unnecessary
dummies.
d)Activities are set in the order of
their execution.
e)Head event number should be
greater than tail event number.
f)There should be no loops. All
activities must be connected to
the finish event of the project.
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EXAMPLE
Early

Late

Tota
Activi Descripti Duratio
l
ty no
on
n
floa
Finis
Finis
t
Start h Start h
1-2
A
3

1-3
B
2

1-4
C
5

2-5
D
DUMMY

2-7
E
6

3-5
F
4

4-5
G
3

4-6
H
1

5-7
I
4

6-7
J
2

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AHMAD - PSA

EXERCISE
Early
Durati
Activit
Description
on
y no
(week) Star Fini
t
sh
1-2 Drill well
4

1-3 Deliver material

2

1-4 Excavate
5

1-5 Power line

3

2-5 Pump house

3

3-6 Assmble tank

4

4-6 Foundation
4

4-7 Install pipe

6

5-7 Install pump

2

Erect tower and

6-7 tank
6

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AHMAD - PSA

Late

Tota
l
floa
Star Fini
t
t
sh

COURSE OUTCOME :
3.3 Discuss the advantages and
disadvantages of Gantt Chart and CPM
3.3.1 Identify the advantages and
disadvantages of Gantt Chart
3.3.2 Identify the advantages and
disadvantages of CPM

ADVANTAGES OF GANTT CHART

Can be understood by wide
audience

Is useful and valuable for small

projects that fit
on a single sheet or screen
Can provide insight into the overall
project cost
Individual task can be shown
Show how long project should be
completed
Tasks can be viewed against calendar

DISADVANTAGES OF GANTT CHART

Do not provide enough detailed information
for
complex project
On a large project, they can become so huge
they are
manageable.
Task dependencies can sometimes be hard
to
identify at the outset of a project.
It is difficult to show where there is slack
time in the
project.
Critical path in the project might not be
easily
identifiable.

ADVANTAGES of CPM
Relationships between
all the
activities can be seen
clearly
Able to identify critical
activities
Progress of the overall
project can
be discovered and
monitored
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easily

DISADVANTAGES OF CPM
need the knowledge,
skills and
experience to prepare
take a long time to
complete
only suitable for large
and complex
projects
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COURSE OUTCOME
3.4 Understand the concept of
controlling
3.4.1 Define project control
3.4.2 Identify project control
system
a. Quality Management
System and its
perspectives
b. Quality Management
Process and
its concepts

Controlling is defined as:

A) Comparing results with plans and
taking corrective actions to achieved
desired goals.
B) A process of monitoring performance
and taking action to assure desired
results.
c) The process to assure that actual
activities
conform to planned activities
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.
.
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Project Control Cycle

ACTION
Correct
deviations
from plan

PLAN
Specifications
Project Schedule
Project budget
Resource plan
Vendor contracts

RE-PLAN as
necessary
COMPARE
Actual status
against plan
-Schedule

MONITOR
Record status
Report progress
Report cost

-Cost
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QUALITY MANAGEMENT
Quality management is an
internationally certifiable
process. International
standard (ISO 9000 to
9004) guide to establish,
administer, maintain and
improve our organizations
competitiveness through
our ability to provide a
quality product or service.

QUALITY SYSTEM
A quality system is the way an
organization formally controls the process
or activities that directly influence the
quality of the goods and services it
produces.
To manage and ensure quality
Help to increase quality, lower operating
costs, reduce inventory, improve system
design, improve the way it gathers and
uses information and increase its flexibility.

QUALITY MANAGEMENT
SYSTEM
1. PRODUCT QUALITY - The group of features
and characteristics of a saleable good which
determine its desirability and which can be
controlled by a manufacturer to meet certain
basic requirements.
2. SERVICE QUALITY - An assessment of how well
a delivered
service conforms to the client's expectations.
3. PROCESS QUALITY - Quality Process uses a
phased approach,
designed to support the entire product life
cycle from inception,
design and development, through rollout, to
updates and

QUALITY MANAGEMENT PROCESS

What is a Quality Management
Process?
A Quality Management Process is a set of
procedures that are followed to ensure that
the deliverables produced by a team are "fit for
purpose".
The start of the Quality Management Process
involves setting quality targets, which are
agreed with the customer.
A "Quality Assurance Process" and "Quality
Control Process" are then undertaken, to
measure and report the actual quality of
deliverables.
As part of the Quality Management Process,

1. QUALITY PLANNING

Systematic process that

translates quality policy
into measurable
objectives and
requirement, and lays
down a sequence of
steps for realizing them
within a specified

2. QUALITY ASSURANCE (QA)

QA refers to the planned and

systematic activities implemented in
a quality system so that quality
requirements for a product or service
will be fulfilled.
It is the systematic measurement,
comparison with a standard,
monitoring of process and an
associated feedback loop that confers
errors prevention

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QA PRINCIPLES ;
1. FIT FOR PURPOSE the
product should be suitable
for
the intended purpose
2. RIGHT FIRST TIME mistake
should be eliminated

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QA includes management of the

quality of raw materials,
assemblies, product and
component, services related to
production and management,
production and inspection
processes.

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QA :
Provides a documented process by
which
quality commitment are met
Establishes a benchmark
A systematic and reproducible
Provides a mead of continuous
improvement

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(JKA-PSA)

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3. QUALITY CONTROL

Quality control (QC) is a procedure or

set of procedures intended to ensure
that a manufactured product or
performed service adheres to a
defined set of quality criteria or
meets the requirements of the client
or customer

To get an effective QC
program:
1.Decide which specific standards
the product or service must meet.
2.Then determined (for example,
the percentage of units to be
tested from each lot).
3.Next, real-world data must be
collected (for example, the
percentage of units that fail) and
the results reported to
management personnel.

4.After this, corrective action must be

decided
upon and taken (for example,
defective units must
be repaired or rejected and poor
service repeated
at no charge until the customer is
satisfied).
4.Finally, the QC process must be
ongoing to ensure
that remedial efforts, if required,

3.5 Understand the

concept of monitoring
3.5.1 Identify the
elements of
project
monitoring

PROJECT MONITORING
What do we mean by project
monitoring?
collecting, recording, and reporting
information
concerning project performance that
project
manager and others wish to know.
- it means to keep a careful check of
project
activities over a period of time.
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Why should we monitor a

project?
Simply because we know that things
dont always go
according to plan (no matter how much
we prepare)
To detect and react appropriately to
deviations and
changes to plan.
Then a monitoring system should be
worked out
to keep a check on all the various
activities, including
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finances.
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What do we monitor?
Men (human
resources)
Machines
Materials
Money

Space
Time
Tasks
Quality/Technic
al Performance

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When do we monitor?

End of the project

Continuously
Regularly
Logically
While there is still time to react
As soon as possible
At task completion
At pre-planned decision points

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AHMAD (JKA-PSA)

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Where do we monitor?

At head office?
At the site office?
On the spot?
Depends on situation
and the whats

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(JKA-PSA)

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How do we monitor
Through meetings with clients, parties
involved in project (Contractor, supplier,etc.)
For schedule Update CPA, PERT Charts,
Update Gantt Charts
Using Earned Value Analysis
Milestones
Reports
Tests and inspections
Delivery or staggered delivery
PMIS (Project Management Info Sys) Updating

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What is a successful project?

To be successful a project must:
deliver the outcomes and benefits
required by the organisation, its
delivery partners and other
stakeholder organisations;
create and implement deliverables
that meet agreed requirements;
meet time targets;
stay within financial budgets;
involve all the right people;
make best use of resources in the
organisation and elsewhere;
take account of changes in the way
the organisation operates;
manage any risks that could
jeopardise success;
take into account the needs of staff
and other stakeholders who will be
impacted by the changes brought
about by the project.