Abbott Project Management Playbook

9 P ROJECT C ONTROL

DEFINITION: What are Project Controls? Project controls are measurement tools employed by the project team to monitor and control activity, to achieve project schedule and cost performance objectives (PMBOK Section 4 - Project Integration Management). Project controls are used by the project team to analyze data gathered throughout the project lifecycle to assess performance against target values established during project planning and predict future outcomes. By communicating this information throughout the project team, appropriate action can be taken to achieve desired project objectives.

Elements/Process/Details:

Project control begins with creating baseline data. Guidelines created by the project team used to develop baseline data are compiled in the Project Management Plan and described in the following subsidiary management plans:

• Scope Management Plan

• Schedule Management Plan

• Budget (Cost) Management Plan

Typically, baselines may only be changed through a formal, documented change process. This is called re baselining and is typically permitted only after approval of a formal change to the approved scope, schedule, or cost, as authorized by the project sponsor. Changes are inevitable and successful project teams effectively manage change. If changes are not managed, then project objectives will be jeopardized. Eventually, all changes must be either approved or rejected. Because project attributes (scope, schedule, cost, risk, quality, and resources) are interdependent, determining the impact of a change across all project attributes requires a unified approach. Adopting an Integrated Change Management Plan will give the project team an effective methodology to account for the full impact of a change. But the result of a change might not be immediately apparent. I t is incumbent on the project team to monitor the project’s ongoing performance. Controlling a project requires more than evaluating changes. Continuous monitoring is required to ensure project objectives will be achieved. By using Earned Value Management and understanding the various metrics that can be derived, the project team can determine project health at any point during the project. The last, and certainly not the least, aspect of controlling a project is managing risk. Defined as uncertain events or conditions, a risk can have a positive impact (an opportunity) or a negative impact (a threat) on project scope, schedule, cost, quality, and resources. The project team is responsible to act to benefit from opportunities, and to minimize or eliminate the impact of threats.

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