tailieunhanh - Lecture Project management: A managerial approach – Chapter 11: Project control

Chapter 11 then describes the control process in project management software. Chapter 11 then describes the control process in project management - keeping the project under control and bringing it back into alignment with plans when our monitoring shows that it is delivering. | Chapter 11 Project Control 11- Focus of Control Scope Cost Time 11- Scope Technical problems Technical difficulties Quality problems Client wants changes Interfunctional complications Technological breakthroughs Intrateam conflict Market changes 11- Cost Difficulties may need more resources Scope may increase Initial bid was too low Reporting was poor Budget was inadequate Correction not on time Input price changed 11- Time Difficulties took longer than planned to solve Initial estimates were optimistic Sequencing was incorrect Unavailable resources Preceding tasks were incomplete Change orders Governmental regulations were altered 11- The Fundamental Purposes of Control The regulation of results through the alteration of activities The stewardship of organizational assets 11- Physical Asset Control Control over the use of physical assets Includes preventive and corrective maintenance Must also control inventory 11- Human Resource Control Controlling and . | Chapter 11 Project Control 11- Focus of Control Scope Cost Time 11- Scope Technical problems Technical difficulties Quality problems Client wants changes Interfunctional complications Technological breakthroughs Intrateam conflict Market changes 11- Cost Difficulties may need more resources Scope may increase Initial bid was too low Reporting was poor Budget was inadequate Correction not on time Input price changed 11- Time Difficulties took longer than planned to solve Initial estimates were optimistic Sequencing was incorrect Unavailable resources Preceding tasks were incomplete Change orders Governmental regulations were altered 11- The Fundamental Purposes of Control The regulation of results through the alteration of activities The stewardship of organizational assets 11- Physical Asset Control Control over the use of physical assets Includes preventive and corrective maintenance Must also control inventory 11- Human Resource Control Controlling and maintaining the growth of people People working on projects can gain a wide range of experience Measurement of human resource conservation is difficult Performance appraisals and other measures are not satisfactory devices 11- Financial Resource Control Current asset control Project budget Capital investment control Techniques same as those applied to general operation of the firm Context is different because project is accountable to an outsider Must exercise due diligence over resources owned by the client 11- Three Types of Control Processes Cybernetic control Go/no-go control Post control 11- Cybernetic Control A system that is constantly monitored When a deviation is spotted, corrective action is taken Cybernetic controls are not common in projects Negative feedback loop 11- A Cybernetic Control System 11- Information Requirements for Cybernetic Controllers Must have a counteraction for every action Not possible for complex systems Must define what .