Project control schedule

Project control schedules may be automatically collated, for instance by electronically linking cost schedules to information in the purchase order. 

Controlling is the central activity during implementation. The most important tool in this process is the plan that was developed to define the three parameters of the project - specifications, schedule, and budget. Performance is measured against these standards. Controlling involves three steps ... 

Another helpful tool is a project control chart, which uses budget and schedule plans in a quick status report of the project. It compares actual to plan, calculates a variance on each task completed, and tallies a cumulative variance for the project. 

To prepare a project control chart, refer to the work breakdown structure and list all of the tasks of the project. Then, use the schedule to list the time planned to complete each task, and use the budget to list the expected cost of each task. 

As each project task is completed, record the actual time and actual cost. Calculate variances and carry the cumulative total forward. This technique can easily be put into a spreadsheet format on your personal computer. Some large projects may be able to create this format for a report that uses cost and schedule data that is routinely captured by the company s computerized accounting system. Figure 51.10 illustrates a typical project control chart. 

A milestone chart presents a broad-bmsh picture of a project s schedule and control dates. It lists those key events that are clearly verifiable by others or that require approval before the project can proceed. If this is done correctly, a project will not have many milestones. Because of this lack of detail, a milestone chart is... 

Project and quality planning by each company is important for multigroup projects, as it enables all those involved in the project—pharmaceutical manufacturer, vendor, or third party—to access a formal definition of project standards, schedule, organization, and contracted responsibilities and monitor interaction at all levels. If elements of the contracted work and supply are to be subcontracted the plan must detail how this work is to be controlled and reported. The supplier project and quality plan must be a contractual document agreed upon by the purchaser and supplier and needs to ensure that ... 

The complexity of the project dictates the execution approach. The coordination of a major project requires a well-structured organization, with formal lines of communication and procedures to insure quality, schedule and cost control. To achieve this, the direct execution and project control responsibilities are assigned to an engineering and/or construction firm to act as general contractor under the supervision of the Owner s Project Manager. In the conventional approach required for major projects, the general contractor is a must. 

Project controls - estimating, scheduling, and cost control. Occasionally the Owner would also perform ... 

Project Control and the Project Manager Cost Control Schedule Control... 

Project control entails quality, cost, and schedule controls. 

Project Managers are charged with the responsibility of insuring that projects are executed within the scope, budget, and schedule established in the AFE. Project control is then their prime responsibility. 

The best contribution that the project manager can make to project control in this stage is to develop a viable execution plan based on maximal use of competitive lump sum contracts, a realistic schedule, and an accurate cost estimate. 

The Owner s project control system need not be as sophisticated as the contractor s. It is intended mainly to check the accuracy of the contractor s progress reports and cost and schedule projections or to control small in-house projects. A simple manual system judiciously used should be sufficient to meet the Owner s requirements. 

Project control for cost, performance and schedule Appropriate transition points and reviews Configuration management and documentation Performance compared to baseline Earned value recognition The estimation and allocation of resources Risks and alternatives... 

On a large project, the project manager will be supported in this work by a project controls team, including cost engineers and planners (a.k.a. schedulers), financial accountants, and a secretariat charged with overall document control. 

The project time schedule control (or planning) system. Generally the same remarks apply as for cost control. Numbering needs are less exacting than for cost control, because roll-ups of like items are not applicable. Generally the numbering systems employed for equipment and documentation are adequate. 

Overview of the project, including scheduling and data path synthesis, module binding, controller allocation, floorplanning, and layout. 

The PP is the mental or first creation. PMI (2008) defines a PP as A formal, approved document used to guide both project execution and project control. The primary uses... are to document planning assumptions and decisions, to facilitate communication among stakeholders, and to document approved scope, cost, and schedule baselines. The PP is the documented roadmap of the project prepared before the project gets underway. And recall, for purposes of this chapter and book, that project is broadly defined. 

After the appropriate approvals have been made, the desired controls are reviewed for any unintended consequences or organizational issues. Action plans are developed to ensure that controls are implemented, budgets for employee time and expenses and implementation of project is scheduled, and physical changes are completed. 

WSRC uses the RSIP to manage and track improvement items that are safety related, as well as nonsafety related. For each proposed improvement the Strategic Programs Department creates a Project Control Plan (PCP) that summarizes the project scope, priority, budget, schedule, and manpower requirements. The PCP contains the contractor s evaluation of the minimum expenditure of resources and the overall significance of the project. The PCP provides a detailed compilation of information relative to the improvements that technically justifies the improvements. 

The DOE staff has determined that A013 Project Control Plan does not fully meet the restart criteria in that the Fitness-For-Duty implementation schedule has not been approved and submitted to DOE. Pending approval of the schedule by WSRC and subsequent submittal to the DOE staff, this issue remains an open item. 

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