5725384
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Karteikarten von minal Kotwal, aktualisiert more than 1 year ago
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Erstellt von minal Kotwal
vor mehr als 8 Jahre
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| Frage | Antworten |
| Monitoring and control: - Monitoring is the collection of recording, and reporting of project information - Control uses the monitored data to bring actual performance into agreement with the plan - Monitoring & control are the opposite sides of project selection and planning * project selectiong declared what to monitor * Project planning identifies the elements to be controlled | Plan-monitor-control cycle: - The Plan-monitor-control cycle consists a "closed loop" process - continues until the project is complete - With complex projects, there is a temptation to minimize the planning–monitoring–controlling effort so that “real work” can be done It is these projects that need the planning– monitoring–controlling process the most |
| Designing the monitring system: - Identify special characteristics of scope, cost, and time that need to be controlled * Specific performance characteristics should be set for each level of detail in project - Real time data must be identifies to measure achievement against the plan - It is imp to avoid the tendency to focus on easily collected data | Data collection and reporting: - Once data to monitor has been decided, mechanims to collect this data must be designed - Analusis is used to transform data into information - A number of questions come up: *Should we use special forms? * Should data be collected before/after milestones? * Should time and cost data be collected at the same time? |
| Data collection: 1. Frequency counts 2. Raw numbers 3. Subjective numeric ratings 4. Indicators and surrogates 5. Verbal characterisations | Data analysis: - Data analysis techniques * Simple aggregation - averaging for eg * Fitting statistical distribution functions to the data * curve fitting - Significant difference from the plan should be flagged |
| Reporting and report types: - Routine performance reports * Project status reports * Time/costs reports * Variance reports - Avoid periodic or routine reports - Not all stakeholder need to recieve some info - Electronic media make it possible to customise info for different audiences - Report should be times to allow control to be exercised before completion of the task | |
| Report benefits: - Provide the mutual understanding between stakeholders in a project - They help communicate the need for coordination among those working on project - They establish and maintain a communicatio network for global projects - Reports can communicate info about changes to a project - They help maintain the visibility of the project - Improve motivation | Meetings: - Many reports delivered in meetings - Meetings can be regular, high formalised, to informal , gte togethers * presentation, Q&A sessions - Meetings must be well run to be effective |
| Meeting guidelines: - Meetings should be used for group decision making, not for progress reporrs - Distribute written agenda in advance of meeting to ensure that all attendees are properly prepared for the meeting - For a crisis meeting, restrict discussion to that issue - The should take minutes - Avoid excessive formality - If meeting is held to address specific crisis, restrict meeting to this issue alone | Earned value: - The EV of a task or a project is the budgested cost of the work actually done - calculated by multiplying the budgested cost of the task by the percentage completion of the task this is difficult bc = Budgeted cost of a task is clear = % of completion is not The percent of a task’s budget actually spent is not good indicator of percent completion |
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| Two simple rules for variances: - A negative variance is bad and a positiive variance is good - The spending and schedule variances ar calculated as the earned value minus some other measure | |
| Project control : - Control, the act of reduing difference between the plan and the actuality - Final element in planning monitoring cycle - It is to no avail if actions are not taken when reality deviates significantly from what was planned - Control is difficult - it involves human behaviour, probs are rarely clear cut | Pupose of control: 1. Stewardship of organisation assets: - physical asset control - human resources management - financial control through the use of accounting tools 2. Regulation of results through the altetnation of activities - This step involves taking action when rality deviates from the plan - It includes both mechanistic and human elements |
| Purposes of control system: - Main purpose is to correct errors - not to identify and punish the guilty. Managers must realise that the past cannot be chnaged - Control the investment, subject to dimnishing returns - Consider impact on creativity and innocation - The control system should employ the lowest degree of hassle consistent with accomplishing its goals | Mechanism to exert control: - Process reviews - an analsis of the process of reaching the porject objective - Personell assigmemnt - Control can also be excersise through personnel assignments based on past productivity - Resource allocation - resources are usually allocated to the more productive or imporant tasks and this can significantly influence the attainment of project results |
| Control system components: - Sensor - purpose is to measure any aspect that one wishes to control - Standard - the control system must have a standard of items to measure against - Comparator - compares the output of the sensor with the standard - Decision maker - to decide if the difference b/w what is measure and the standard is large enough to warrant attention - Effector - if some action is required to reduced the differences, the effector must then take action | |
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