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CHAPTER 4
PROJECT MONITORING AND
CONTROLLING

Unit Name: International Project Management

Phạm Thị Mai Khanh (Ph.D.)

[email protected]

Terms
•  Monitoring - Collecting, recording, and
reporting information concerning any and
all aspects of project performance
•  Controlling - Uses the data supplied by
monitoring to bring actual performance
into compliance with the plan
•  Evaluation - Judgments regarding the
quality and effectiveness of project
performance

10-2

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The Planning–Monitoring–Controlling Cycle

•  We mainly want to monitor:

–  Time (schedule)
–  Cost (budget)
–  Scope (project performance)
•  Closed-loop system
–  Revised plans and schedules following
corrective actions

10-3

Project monitoring process

Construct
Iden6fy factors/ monitoring criteria Collect
Report
items to monitor and informa6on informa6on
collec6ng process

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Project Monitoring - Defini6on

•  Project monitoring is the process of collec%ng,
recording and repor%ng informa(on
concerning any or all aspects of the project in
the implementa6on phrase.
•  This is the kind of informa6on required by the
project manager and other stakeholders in the
organiza6on.

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The roles of monitoring in project

implementa6on
COST

TIME PERFROMANCE

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Project Authorization and Expenditure

Control System Information Flow

10-7

Designing the Monitoring

System
•  Identify key factors to be controlled
–  Scope
–  Cost
–  Time
•  Information to be collected must be
identified

10-8

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Designing the Monitoring

System Continued
•  Do not want to avoid collecting necessary
data because it is hard to get
•  Do not want to collect too much data
•  The next step is to design a reporting
system that gets the data to the proper
people in a timely and understandable
manner

10-9

Five Telltale Signs of Project

Trouble
•  Muddy waters
•  Mysterious stakeholders
•  Unconstrained constraints
•  Suspicious status reports
•  Discord and drama

10-10

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Data Collection
•  Once we know the data we want, we need
to decide how to collect it
•  Should the data be collected after some
event?
•  Should it be collected on a regular basis?
•  Are there any special forms needed for
data collection?

10-11

Forms of Data
•  Frequency counts
•  Raw numbers
•  Subjective numeric ratings
•  Indicators
•  Verbal measures

10-12

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Data Repor6ng
•  Analysis is used to transform data into informa6on
•  A number of ques6ons come up:
–  Should we use special forms?
–  Should data be collected before/aVer milestones?
–  Should 6me and cost data be collected at the same 6me?

Data Analysis
•  Data analysis techniques
–  Simple aggrega6on
•  Averaging, for example
–  FiZng sta6s6cal distribu6on func6ons to the data
–  Curve fiZng
•  Significant differences from the plan should be
flagged

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Information Needs and

Reporting
•  Everyone should be tied into the reporting
system
•  Reports should address each level
•  Not at same depth and frequency for every
level
–  Lower-level needs detailed information
–  Senior management levels need overview
reports
•  Report frequency is typically high at low
levels and less frequent at higher levels

10-15

The Reporting Process

•  Reports must contain relevant data
•  Must be issued frequently
•  Should be available in time for control
•  Distribution of project reports depends on
interest
–  For senior management, may be few
milestones
–  For project manager, there may be many
critical points

10-16

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Benefits of Detailed and Timely Reports

•  Mutual understanding of the goals

•  Awareness of the progress of parallel
activities
•  Understanding the relationship of tasks
•  Early warning signals of problems
•  Minimizing the confusion
•  Higher visibility to top management
•  Keeping client up to date
10-17

Report Types
1.  Rou6ne
–  Status, progress, and forecast reports
2.  Excep6on
–  A report used for special decisions or unexpected
situa6ons where affected team members need to be
made aware, and the change itself documented
3.  Special analysis
–  The results of a special study which documents a
par6cular opportunity or problem within the project
itself

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Repor6ng and Report Types

•  Rou6ne performance reports
–  Project status reports
–  Time/Cost reports
–  Variance reports
•  Avoid periodic or rou6ne reports
•  Not all stakeholders need to receive same informa6on
•  Electronic media makes it possible to customize informa6on
for difference audiences
•  Reports should be 6med to allow control to be exercised
before comple6on of the task in ques6on

Report Types
•  Routine - Reports that are issued on a regular
basis or each time the project reaches a
milestone
•  Exception - Reports that are generated when
an usual condition occurs or as an
informational vehicle when an unusual decision
is made
•  Special Analysis - Reports that result from
studies commissioned to look into unexpected
problems

10-20

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Meetings
•  Reports do not have to be written
•  They can be delivered verbally in meetings
•  Projects have too many meetings
•  The trick is to keep them to as few as
possible

10-21

Meeting Rules
•  Use meetings to make group decisions
•  Start and end on time and have an
agenda
•  Do your homework before the meeting
•  Take minutes
•  Avoid attributing remarks to individuals in
minutes
•  Avoid overly formal rules of procedure
• 10-22Call meeting for serious problems

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Common Reporting Problems

•  Too much detail
•  Poor interface between the data/
procedures of the project and the
information system of the parent company
•  Poor correspondence between the
planning process and the monitoring
process

10-23

Monitoring Project Performance

1.  The Project S-curve: A Basic tool

2.  Milestone Analysis

3.  The tracking Gantt Chart

4.  Earned Value Management

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Monitoring Project Performance

The project S-curve: A basic tool

Duration (in weeks)

5 10 15 20 25 30 35 40 45 total

Design 6 2

Engineer 4 8 8 8

Install 4 20 6

Test 2 6 4 2

Total 6 6 8 12 28 8 6 4 2

Cumul. 6 12 20 32 60 68 74 78 80 80

Table 13.1 Budgeted Costs for Project

Sierra (in thousands $)

Time vs Cost
Figure 13.3 Project S-Curves
25

Monitoring Project Performance

S-curve drawbacks
Benefit:
•  Simplicity
•  Project baseline against actual
budget expenditure
•  Real 6me tracking expenditure
•  Easy to read the status in a
6mely manner

Drawback:
•  Really behind schedule?
•  Reasons for nega6ve variance?
•  Good or bad?
•  Reac6ve or proac6ve data?

Figure 13.3 Project Sierra’s S-Curve Showing Negative Variance
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Monitoring Project Performance

Milestone Analysis
Milestones are events or stages of the project that represent a significant
accomplishment.

Some benefits:
1.  Signal comple%on of important steps
2.  Mo%vate team and suppliers
3.  Offer reevalua%on points (client needs and any poten6al change requests)
4.  Help coordinate schedules (delivery dates of project key components with
vendors, suppliers,...)
5.  Iden%fy key review gates (midterm project review, periodic evalua6on,
comple6on of a series of project steps,...)
6.  Signal other team members when their par6cipa6on begins (other
personnel to be available for involvement)
7.  Delineate deliverables, work packages (to refocus efforts and resources
toward deliverables in trouble)
27

Monitoring Project Performance

Problems with Milestones

Benefit:
•  The simpliest & most widely
used
•  As a project performance
metric
•  Clarity

Drawback:
•  A reac6ve control system

Figure 13.5 Gantt Chart with Milestones Schedule vs Performance

28

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Monitoring Project Performance

The Tracking GanE Chart

Project status is updated by linking task

completion to the schedule baseline.

Figure 13.6 Assessing Project Blue’s Status Using tracking Gantt Chart
29

Monitoring Project Performance

The Tracking GanE Chart

Benefit:
•  Stage of comple6on of
each task
•  Measure both possi6ve
& nega6ve devia6on
•  Easy to understand
•  Update quickly, real-
6me project control
•  Which task is ahead of,
on and behind
schedule

Figure 13.7 Tracking Gantt with Project Activity Deviation

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Monitoring Project Performance

The Tracking GanE Chart

Drawback:
• Sources of problem (of
task or schedule
slippage)?
• Future projec6on?
• Es6mate 6me to
comple6on in case
significant nega6ve or
possi6ve vs baseline?

Figure 13.7 Tracking Gantt with Project Activity Deviation

31

03

Earned Value Management

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Monitoring Project Performance

Figure 13.8 Monitoring Project Performance Figure 13.9 Monitoring Project Performance
(S-Curve Analysis) (Control Charting)

Figure 13.10 Monitoring Project Performance

(Earned Value) 33

Earned Value Management

Earned Value Management (EVM) recognizes that it is

necessary to jointly consider the impact of time, cost, and
project performance on any analysis of current project
status.

Earned Value (EV) directly links all three primary project

success Metrics (cost, schedule, and performance).

Copyright ©2016 Pearson Education, 13-3

Ltd. 4

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Earned Value
•  The earned value (EV) of a task or project is the
budgeted cost of the work actually done
–  It is calculated by mul6plying the budgeted cost of the task
by the percentage comple6on of the task
–  Process is more difficult than it sounds
•  Budgeted cost of a task is clear
•  Percentage of comple6on is not
•  The percent of a task’s budget actually spent is not
good indicator of percent comple6on

Earned Value Management

Earned Value Terms

ü  Planned value (PV) or Budget Cost of §  Schedule variance (SV) = EV-PV

Work Scheduled (BCWS) §  Cost variance (CV) = EV-AC
ü  Earned value (EV) or Budget Cost of §  Schedule performance index (SPI) =
Work Performed (BCWP) EV/PV
ü  Actual cost of work performed (AC) §  Cost performance index (CPI) =
or Actual Cost of Work Performed EV/AC
(ACWP)
o  Budgeted cost at completion
(BAC): total budget for a project
o  Estimate at completion (EAC):
forecasted total cost of project

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Variances
•  Cost/Spending variance
–  Earned value (EV) – actual cost (AC)
•  Schedule variance
–  Earned value (EV) – planned cost/value (PV)
•  CPI (cost performance index)
–  Earned value (EV)/actual cost (AC)
•  SPI (schedule performance index)
–  Earned value (EV)/planned cost/value (PV)

Two Simple Rules for Variances

1.  A nega6ve variance is bad and a posi6ve
variance is good
2.  The spending and schedule variances are
calculated as the earned value minus some
other measure

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Exercise 1 and 2 on page 467

(Meredith and Mantel, 2009)

3/19/21 13:17

Earned Value Management

Steps in Earned Value Management

Total the
Create usage actual costs
Clearly define schedules of doing each Calculate both
each activity for activities task (AC) the budget
including its and resources Develop a variance (CV)
resource time-phased and schedule
needs and budget (PV) variance (SV)
budget 04
02

03 05
01

40

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Exercise 1

Table 13.1 Tasks and budgets

Earned Value– What is the

progress at week 5?
If the Actual spend is £36 000
If the Activities 1 to 4 are
completed

Earned Value Management

E.g. Earned Value vs Project Baseline

68

Schedule Variance (SV=51-68)

51

Figure 13.11 Project Baseline, Using Earned Value

42

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Earned Value Management

Principal Elements of Earned Value

Figure 13.12 Earned Value Milestones

43

EVA Chart

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Various Variances Visually

a: Posi6ve schedule variance, nega6ve spending variance

b: Nega6ve schedule variance, nega6ve spending variance

Figure 7-3 c: Nega6ve schedule variance, posi6ve spending variance

Exercise 2
•  Work on a project was expected to cost
$1,500
•  Workers were originally scheduled to finish
today
•  However, as of today…
–  Actually spent $1,350
–  About 2/3 finsished

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Calcula6ons for Exercise 2

Time Analysis
CV = EV – AC
CV: Cost Variance - Độ chênh lệch chi phí
EV – Earned Value: Giá trị thu được (Budgeted cost of
work performed – Chi phí theo kế hoạch cho công việc
đã hoàn thành)
AC: Actual Cost of work performed – Chi phí thực tế của
công việc đã hoàn thành
CV(%)= CV/EV
CV (%): Tỷ lệ % chênh lệch chi phí
CPI = EV/AC
CPI: Cost Performance Index – Chỉ số chi phí thực hiện

3/19/21 13:30

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Ví dụ
•  Một gói công việc dự kiến hoàn thành trong
10 ngày liên tục với tổng chi phí 5000 USD.
•  Thực tế đã 6ến hành gói công việc trong 8
ngày, đã hoàn thành 60% công việc với chi phí
2500 USD
•  Câu hỏi: Phân ‰ch chi phí thực hiện gói công
việc

3/19/21 13:30

Phân ‰ch 6ến độ

SV = EV – PV
SV: Scheduled Variance - Độ chênh lệch 6ến độ
EV – Earned Value: Giá trị thu được (Budgeted cost of work
performed – Chi phí theo kế hoạch cho công việc đã hoàn
thành)
PV – Planned Value: Budgeted cost of work scheduled – Chi
phí theo kế hoạch của công việc theo 6ến độ
SV(%)= SV/EV
SV (%): Tỷ lệ % chênh lệch 6ến độ
SPI = EV/PV
SPI: Schedule Performance Index – Chỉ số 6ến độ thực hiện

3/19/21 13:30

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Phân ‰ch chi phí

CV = EV – AC
CV: Cost Variance - Độ chênh lệch chi phí
EV – Earned Value: Giá trị thu được (Budgeted cost of
work performed – Chi phí theo kế hoạch cho công việc
đã hoàn thành)
AC: Actual Cost of work performed – Chi phí thực tế của
công việc đã hoàn thành
CV(%)= CV/EV
CV (%): Tỷ lệ % chênh lệch chi phí
CPI = EV/AC
CPI: Cost Performance Index – Chỉ số chi phí thực hiện

3/19/21 13:30

Ví dụ
•  Một gói công việc dự kiến hoàn thành trong
10 ngày liên tục với tổng chi phí 5000 USD.
•  Thực tế đã 6ến hành gói công việc trong 8
ngày, đã hoàn thành 60% công việc với chi phí
2500 USD
•  Câu hỏi: Phân ‰ch chi phí và 6ến độ thực hiện
gói công việc

3/19/21 13:30

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Indices
•  Cost Performance Index
CPI = EV/AC
•  Schedule Performance Index
SPI = EV/PV
•  Time Performance Index
TPI = ST/AT
•  Cost Schedule Index
CSI = EV2/(AC)(PV)

10-53

Exercise 4 and 5 on page 467

(Meredith and Mantel, 2009)
(CSI - Cost-Schedule Index)

3/19/21 13:39

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Addi6onal Items of Interest

•  Es6mated remaining cost to comple6on
–  ETC = (BAC – EV) / CPI
•  ETC: es6mated cost to comple6on
•  BAC: budget at comple6on
•  EV: earned value
•  CPI: cost performance index
•  Es6mated total cost at comple6on
–  EAC = ETC + AC
•  EAC: es6mated at comple6on
•  ETC: es6mated cost to comple6on
•  AC: actual cost

Exercise 2
•  Work on a project was expected to cost
$1,500
•  Workers were originally scheduled to finish
today
•  However, as of today…
–  Actually spent $1,350
–  About 2/3 finsished

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Various variances visually

3/19/21 13:17

Exercise 3 on page 467

(Meredith and Mantel, 2009)

3/19/21 13:17

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Exercise 6 on page 467

(Meredith and Mantel, 2009)

3/19/21 13:17

Conven6ons Used to Es6mate Progress on Tasks

Comple6on Values in EVM

Accurate and up-to-date information is critical in the use of EVM.

Common methods for assigning comple6on values:

0/100 Rule •  a value of zero (0);

•  the value switches to 100% until the activity is finished

50/50 Rule •  after starting: 50;

•  until its completion: 100%

Percentage •  a set of completion milestones: on quarters (25%, 50%,

Complete Rule 75%, 100%), thirds (33%, 67%, 100%); or
•  10% increments (10%, 20%, 30%...); or
•  some other values
60

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E.g. 2 - EVA 50/50 rule

Meredith and Mantel (2009) p.456

61

E.g. 2 - EVA 50/50 rule

Planned Value

62

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E.g. 2 - EVA 50/50 rule

Earned Value, Actual Cost

63

“To complete” and “At Completion”

•  Project manager reviewing what is
complete and what remains
•  Final cost and final completion date are
moving targets
•  The project manager compiles these into a
to complete forecast
•  Actual + forecast = final date and cost at
completion

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Exercise 8 on page 467

(Meredith and Mantel, 2009)

3/19/21 13:17

Conven6ons Used to Es6mate Progress on Tasks

Comple6on Values in EVM

Accurate and up-to-date information is critical in the use of EVM.

Common methods for assigning comple6on values:

0/100 Rule •  a value of zero (0);

•  the value switches to 100% until the activity is finished

50/50 Rule •  after starting: 50;

•  until its completion: 100%

Percentage •  a set of completion milestones: on quarters (25%, 50%,

Complete Rule 75%, 100%), thirds (33%, 67%, 100%); or
•  10% increments (10%, 20%, 30%...); or
•  some other values
66

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Comple6on Values in EVM

Table 13.10 Calculating Project Mercury Earned Value Based on Alternate levels of Detail (in thousands $)

Col. 1 Col. 2 Col. 3

(original) (0, 50, 100%) (0, 25, 50, 75, 100%)
Planned
Activity Value % Comp. Value % Comp. Value % Comp. Value
Staffing 15 100 15 100 15 100 15
Blueprinting 10 80 8 100 10 75 7.5
Prototype Development 10 60 6 50 5 50 5
Full Design 21 33 7 50 10.5 25 5.25
Construction 32 25 8 50 16 25 8
Transfer 10 0 0 0 0 0 0
Punch List 20 0 0 0 0 0 0
Total EV = 44 56.5 40.75
SPI and Projection to Completion 44/103 = .43 56.5/103 = .55 40.75/103 = .40
(1/.43 * 7) = 16.28 mos. (1/.55 * 7) = 12.73 mos. (1/.40 * 7) = 17.5 mos.
CPI and Project to Completion 44/78 = .56 56.5/78 = .72 40.75/78 = .52
$210,714 $163,889 $226,923

67

PRORJECT CONTROL

68

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Project Control
•  Control, the act of reducing differences between the
plan and actuality
•  It is the final element in the planning-monitoring-
controlling cycle
•  It is to no avail if ac6ons are not taken when reality
deviates significantly from what was planned
•  Control is a difficult task
–  It involves human behavior
–  Problems are rarely clear cut so the need for change and
redirec6on is also fuzzy

Purposes of Control
1.  Stewardship of organiza6onal assets
–  Physical asset control
–  Human resources management
–  Financial control through the use of accoun6ng tools
2.  Regula6on of results through the altera6on of
ac6vi6es
–  This step involves taking ac6on when reality deviates
from plan
–  It includes both mechanis6c and human elements

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Purposes of a Control System

•  Primary purpose is to correct errors
–  Not to iden6fy and punish the guilty
–  Managers must realize that the past cannot be changed
•  Control the investment, subject to diminishing
returns
•  Consider impact on crea6vity and innova6on
•  The control system should employ the lowest degree
of hassle consistent with accomplishing its goals

Primary Mechanisms by which Project

Manager Exerts Control
1.  Process reviews
•  An analysis of the process of reaching the project
objec6ves
2.  Personnel assignment
•  Control can also be exercised through personnel
assignments based on past produc6vity
3.  Resource alloca6on
•  Resources are usually allocated to the more produc6ve
or important tasks and this can significantly influence
the aŒainment of project results

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Common Mistakes
•  Emphasizing short-run results at the expense of long-
run objec6ves
•  Excessive control directed to specific objec6ves can
result in sacrificing other project objec6ves
•  Across-the-board cuts in resource alloca6ons tend to
reward those who have already overspent or over
hired while penalizing the frugal and efficient
•  Focusing on certain items for control can distract the
aŒen6on of team members from other, equally
important items

Three Types of Control Processes

•  Cybernetic control
•  Go/no-go control
•  Post control

11-74

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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

11-75

A Cybernetic Control System

11-76

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Information Requirements for Cybernetic

Controllers
•  Must have a counteraction for every
action
•  Not possible for complex systems
1.  Must define what characteristics of an output
to control
2.  Standards must be set
3.  Sensors must be acquired
4.  Measurements must be compared to a
standard
5.  Difference sent to the decision maker

11-77

Go/No-go Controls
•  Testing to see if some preset condition has
been met
•  Most of project management is go/no-go
controls
•  Use cannot be based on the calendar
–  Some will take place at milestones
–  Some will take place when work packages are
completed
–  Others will be on-going

11-78

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Go/No-go Controls Continued

•  Data to be collected will match the critical
elements of the project plan
•  Actual is compared to what was expected
in the plan
•  Regular reports are given to the project
manager and senior management

11-79

Phase-Gated Processes
•  Controls the project at various points
throughout its life cycle
•  Most commonly used for new product/
service development projects
•  Project must pass gate to continue funding

11-80

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Postcontrol
•  These are controls that are applied after
the fact
•  Their purpose is to mainly improve the
performance on future projects
•  Often times, a final report is prepared
comparing the plan with reality
•  Sometimes called “lessons learned”

11-81

Postcontrol Report Sections

•  The project objectives
•  Milestones, gates, and budgets
•  The final report on project results
•  Recommendations for performance and
process improvement

11-82

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The Design of Control Systems

•  Who sets the standards?
•  Are the standards realistic?
•  Are the standards clear?
•  Will they achieve the project goals?
•  What should be monitored?
•  How should they be monitored?
•  Many more…

11-83

Characteristics of a Good Control System

•  Flexible •  Accurate
•  Cost effective •  Simple
•  Useful •  Easy to maintain
•  Ethical •  Fully documented
•  Timely

11-84

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Tools for Control

•  Some already covered
–  Variance analysis
–  Earned value
•  Trend projec6ons
•  Cri6cal ra6o
–  Indicates when a task is becoming unacceptable
•  When the ra6o drops below one
–  CR = (actual progress/scheduled progress) Í (budgeted cost/actual cost)

•  Control Chart
•  Benchmarking

Trend Projec6on

Figure 7-5

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Critical Ratio Control Charts

•  Made up of two parts:
–  Ratio of actual progress to scheduled
progress
–  Ratio of budgeted cost to actual cost
•  Caeteris paribus

⎛ actual progress ⎞ ⎛ budgeted cost ⎞

Critical ratio = ⎜⎜ ⎟⎟ × ⎜ ⎟
⎝ schedule progress ⎠ ⎝ actual cost ⎠

11-87

Critical Ratio Control Chart

11-88

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Critical Ratio Control Charts

11-89

Cri6cal Ra6o Calcula6ons

Table 7-3

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Cri6cal ra6os
CR = (AP/SP) * (BC/AC)
–  CR: Cri6cal Ra6o
–  AP: Actual Progress (AT)
–  SP: Scheduled Progress (ST)
–  BC: Budgeted Cost (EV)
–  AC: Actual Cost
•  BC/AC = CPI
•  AP/SP = SPI or TPI

3/19/21 13:17

Ví dụ
•  Một gói công việc dự kiến hoàn thành trong
10 ngày liên tục với tổng chi phí 5000 USD.
•  Thực tế đã 6ến hành gói công việc trong 8
ngày, đã hoàn thành 60% công việc với chi phí
2500 USD
•  Câu hỏi: CR?

3/19/21 13:17

46
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Exercise 2 on page 507

(Meredith and Mantel, 2009)

3/19/21 13:17

Exercise 6 on page 508

(Meredith and Mantel, 2009)

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Ngưỡng kiểm soát CR

•  Không cần kiểm soát
•  Xem xét kỹ, cần kỹ sư của dự án kiểm tra
•  Kiểm tra nếu có thời gian
•  Cần kiểm tra ngay
•  Cần thông báo cho quản lý công ty

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More Tools for Control

•  Control chart
–  Any measure can be ploŒed and tracked on a
control chart
–  Control limits set by project manager
•  Benchmarking
–  Make comparisons to “best in class” prac6ces
across organiza6ons, or divisions, or even
departments within an organiza6on

Two Sample Control Charts

Figures 7-6 and 7-7

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Benchmarking
•  making comparisons to “best in class”
practices across organizations

11-101

Benchmarking Best Practices

1.  Promoting the benefits of project
management
2.  Personnel
3.  Methodology
4.  Results of project management
5.  On-course improvement in project
management practices

11-102

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Scope Creep and Change Control

•  Midcourse changes to a project must be
controlled
–  Called scope creep
•  The later changes are made to a project, the
more difficult and costly they become
•  All projects face change
•  The best approach is a well-controlled, formal
process for change

Purpose of Change Control System

•  Review all requested changes
•  Iden6fy all impacts
•  Translate impacts into performance, schedule, and
cost
•  Evaluate the benefits and disadvantages
•  Have appropriate person accept or reject
•  Communicate accepted changes
•  Ensure changes are implemented properly
•  Prepare report

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Rules for Controlling

Scope Creep
•  Include a change control system in every project
contract
•  Require all changes be introduced by a change order
•  Require approval in wri6ng by the client’s agent and
senior management
•  Consult with project manager prior to prepara6on of
change order
•  Amend master plan to reflect changes

Human Factors in
Project Evalua6on & Control
v Project coordination and relations among stakeholders

v Adequacy of project structure and control

v Project uniqueness, importance, and public exposure

v Success criteria salience and consensus

v Lack of budgetary pressure

v Avoidance of initial over-optimism and conceptual difficulties

Copyright ©2016 Pearson Education, Ltd.

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Human Factors in Project Evalua6on & Control

A variety of factors that directly predict project success:

Project coordination and relations among stakeholders

Adequacy of project structure and control

Project uniqueness, importance, and public exposure managerial

challenges
Success criteria salience and consensus

Lack of budgetary pressure

Avoidance of initial overoptimism and conceptual difficulties

note: findings by Baker and colleagues

Cri6cal Success Factors

in the Project Implementa6on Profile (PIP)

1.  Project mission 6.  Technical tasks

2.  Top management support 7.  Client acceptance
3.  Project plans & schedules 8.  Monitoring & feedback
4.  Client consultation 9.  Communication channels
5.  Personnel 10.  Troubleshooting

Project mission – the purpose of the project

o  Clearly defined objec6ves
o  Ul6mate benefits
o  Congruence with overall organiza6onal objec6ves

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