Abbott Project Management Playbook

9.2 P ERFORMANCE M EASUREMENT Managing scope is required for successful projects. Unfortunately, there are no universal techniques for measuring scope performance. A clear understanding of well-defined project requirements represented by WBS activity descriptions and estimates, vigilance, discipline, and the Integrated Change Management process will serve the project team well to ensure all the required work, and only the required work, is performed to successfully to complete the project. Techniques used by the project team to manage scope should be documented in the Scope Management Plan.

Depending on the nature of the project, the following documents may be used to document project scope and evaluate requested changes as part of Integrated Change Management:

• Preliminary Project Scope Statement • Work Breakdown Structure (WBS) • Basis of Design • Construction Documents (Scope Manual) • Formal verification and acceptance process of the completed project deliverables

9.3 S CHEDULE C ONTROL – S CHEDULE M ANAGEMENT P LAN DEFINITION: What is Schedule Control?

Schedule control is the element of Project Controls during Execution where the project manager monitors project schedule performance using a variety of performance measurement options. Schedules are tools used to help manage projects by describing when activities start, their duration, the sequence in which activities are performed, and the relationship between activities. Elements/Process/Details Schedule Baseline is a specific version of the Project schedule, accepted and approved according to the Project Management Plan. It is the basis against which schedule performance is measured and reported. With the Scope and Cost Baselines, it governs Detailed Design and Project execution. Typically, the Schedule Baseline can only be changed through a formal change process documented in the Integrated Change Management Plan. It is a criterion used for evaluating change requests and to focus limited resources on critical tasks. An important part of controlling schedule is identifying the source of variances to determine if project management preventative and/or corrective actions are required. The Project Team should report potential schedule variances (changes to the Schedule Baseline) to the Project Manager to avoid adversely impacting the successful completion of the project. Approved and potential schedule variances should be reported to stakeholders in accordance with the Communication Plan. Schedule performance is measured using a systematic process called Earned Value Management (EVM). EVM is performed throughout the project lifecycle as necessary to ensure project objectives are achieved. The schedule baseline is the reference for EVM calculations. The project team should document in the ScheduleManagement Plan the performance metrics to be used for the project, the process for gathering data, and the minimum frequency metrics will be calculated.

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