3 Steps to Effective Project Planning and Control • Leadership Thoughts Blog
Therefore, planning and controlling reinforce each other. According to Billy Goetz , " Relationship between the two can be summarized in the following points. The understanding of your customer's organization will foster a stronger relationship between the two of you. Establishing the project initiation plan. Defines the. 23 hours ago Tracking and managing progress is crucial to project success. This post briefly explains the project planning and control cycle.
Do you think Project Controls is about controlling the quality of a project? Do you think Project Controls is about controlling and managing the people in a project? You may be wondering, if Project Controls is not either of those, what Project Controls is all about?
What does Project Controls control in a project? To answer your question, Project Controls control two primary factors in a project. How long is the project going to take?
What is the Difference Between Project Controls & Project Management? - Project Control Academy
Where are we now in our project? I like this definition from Wikipedia about Project Management: Does it involve only during the monitoring and controlling phase of a project?! There is a very common misconception about Project Controls. The Project Control team needs to be involved in the project from its initiation stage all the way to the closeout stage to ensure a successful project control implementation in the project.
You might be wondering why Project Controls needs to be involved early on in the project; from the initiation stage, for example? Who is in charge of the cost and schedule of a project? Yes, a Project Controller. Project Controller needs to be involved early on in the project from the initiation stage when you put together a proposal. As you start a project in the planning stage, the Project Controller helps you with the planning of the cost and schedule portion of the project.
When the project goes through its life cycle, the Project Controls team gets involved in different aspects of costs and schedule management in the project. Project Controls have heavy involvement throughout the entire project lifecycle. Did you know that one of the primary responsibilities of a Project Manager is managing the constraints in a project to achieve the end result and the objective of a project?
Do you know what those primary constraints are in a project? Guess who is there to help the Project Manager to manage the cost and time element of a project.
If you are not yet convinced about the difference between the Project Management and Project Controls, let me give you a simple analogy so you can relate to.
Both of these project management tools can be produced manually or with commercially available project management software. Both charts display the total project with all scheduled tasks shown in sequence. The displayed tasks show which ones are in parallel, those tasks that can be performed at the same time.
The activities are the tasks of the project. The milestones are the events that mark the beginning and the end of one or more activities.Project Planner vs Project Manager
Determine the proper sequence of activities. This step may be combined with 1 above since the activity sequence is evident for some tasks. Other tasks may require some analysis to determine the exact order in which they should be performed.
Project planning - Wikipedia
Construct a network diagram. Using the activity sequence information, a network diagram can be drawn showing the sequence of the successive and parallel activities. Arrowed lines represent the activities and circles or "bubbles" represent milestones.
Estimate the time required for each activity. Weeks are a commonly used unit of time for activity completion, but any consistent unit of time can be used.
A distinguishing feature of PERT is it's ability to deal with uncertainty in activity completion times. For each activity, the model usually includes three time estimates: Optimistic time - the shortest time in which the activity can be completed. Most likely time - the completion time having the highest probability. Pessimistic time - the longest time that an activity may take.
From this, the expected time for each activity can be calculated using the following weighted average: Determine the critical path. The critical path is determined by adding the times for the activities in each sequence and determining the longest path in the project. The critical path determines the total calendar time required for the project. The amount of time that a non-critical path activity can be delayed without delaying the project is referred to as slack time.
If the critical path is not immediately obvious, it may be helpful to determine the following four times for each activity: The earliest start and finish times of each activity are determined by working forward through the network and determining the earliest time at which an activity can start and finish considering its predecessor activities. The latest start and finish times are the latest times that an activity can start and finish without delaying the project.
LS and LF are found by working backward through the network. The difference in the latest and earliest finish of each activity is that activity's slack. The critical path then is the path through the network in which none of the activities have slack.
What is the Difference Between Project Controls & Project Management?
The variance in the project completion time can be calculated by summing the variances in the completion times of the activities in the critical path. Given this variance, one can calculate the probability that the project will be completed by a certain date assuming a normal probability distribution for the critical path.
The normal distribution assumption holds if the number of activities in the path is large enough for the central limit theorem to be applied. Update the PERT chart as the project progresses.
As the project unfolds, the estimated times can be replaced with actual times. In cases where there are delays, additional resources may be needed to stay on schedule and the PERT chart may be modified to reflect the new situation. An example of a PERT chart is provided below: Improved forecasting of resource requirements.
Identification of repetitive planning patterns which can be followed in other projects, thus simplifying the planning process. Ability to see and thus reschedule activities to reflect interproject dependencies and resource limitations following know priority rules.
It also provides the following: Gantt charts are used to show calendar time task assignments in days, weeks or months.
The tool uses graphic representations to show start, elapsed, and completion times of each task within a project. Gantt charts are ideal for tracking progress. The number of days actually required to complete a task that reaches a milestone can be compared with the planned or estimated number.