DEPARTMENT OF ENGINEERING

7 - Project Control

CECE 4270

Mr Ahmed Al-Aamri
1
 Outline
Overview
Detecting Need for PC

PC Mechanisms

PC Elements

PC Resources

PC Issues

2
 Overview: PC Cycle
Correct Variation

Control
Monitoring
• Actions

3 Detect Variation
 PC Need Indicators

Specific clues
• Basic indicators

General Signs
• Cost
• Time
• Quality & Performance

4
 General Signs
Unexpected technical problems arise
Insufficient resources when needed
Quality or reliability problems
Client changes in the specifications
Conflicts
Late monitoring reports
Too low tender amount
Wrong task sequencing
Changes in Government regulations
(Meredith & Mantel, 2006)
5
 Basic Indicators
More or less resources have been used than
planned
Equipment hours
Man Hours
Materials
Activities taking longer than planned
Cost of activity (or project to date) is higher
than expected

6
 PC Mechanisms

Processes to implement control:

Cybernetic – automatic operation
Go / no-go - testing
Post control – post-performance reviews

7
 PC Mechanisms: Cybernetic
Input Process Monitor Output

Decision Compare

Standards

8
 PC Mechanisms: Go/ No-go
Testing to see if some specific precondition has
been achieved

Yes/No

Engineering judgment is required

Example: Was activity X completed within the

duration of 3 months?
9
 PC Mechanisms: Post-control

Done after the activity or project is completed

Generate lessons from current projects for the

benefit of future projects

10
PC Mechanisms: Desired attributes
Cost-effectiveness: benefits outweigh cost

Usefulness: satisfy the needs of the project

Timeliness: react quickly before problems

overwhelm the project

Simplicity: easy to understand and operate

11 Adjustability: to reflect changing priorities

 PC Elements: Overview

Resource - related

Project - related

12
 PC Main Stages
PC
Project Off-
Resources Mitigation Output
track
(4M)

•Behind •Money •More/better •Project back

schedule •Materials Resources on track
•Over budget •Manpower •Adjust project
•Sub-standard •Machinery characteristics:
quality scope, size,
•Low schedule, etc
productivity •Terminate

13
 PC Elements: Manpower issues
Challenges:
Assign staff with specific skills to specific tasks
Hire staff with needed skills
Lay-off underperforming staff

Issues:
PM must avoid heavy handed actions
No finger-pointing
Harder than machinery-related PC
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 PC Elements: Machinery issues
Challenges:
Decommission underperforming equipment
Acquire equipment with appropriate capabilities
Re-assign specific equipment to specific activities

Issues:
Decisions involve economic analysis
Trade-off between manpower and equipment
utilisation
15
 PC Elements: Money and Materials
Money issues:
How much should be spent?
How to spend it?

Materials issues:
Discontinue use of sub-standard materials
Look for new sources of superior materials

16
 PC Elements: Project -Related
Options
Reduce project size
Reduce project scope
Terminate project

17
 PC Issues: Trade-offs
Can sometimes correct for one performance at
a time
Time
Cost
Quality

Understand where to make tradeoffs – non-

critical activities

18
 PC Issues: Trade-offs
•Acceleration=extra
cost
•Slow
Cost •Rework=cost
•High quality=cost
progress=financing •Saving cost can
cost lead to low quality
•Less
spending=slow
progress
•Quality problems can result
from overtime, shift work, new
hires

Time Quality
•Quality level effects the speed
19 of rework
 PC Issues: Things to watch out for
When trying to correct constraints: often clash
with other limiting factors
Example: space constraints for extra cranes

Technology
Using more, larger, or more efficient equipment:
training

20
 PC Issues: Impediments
Human resources

Multiple shift work: HSE, Cost, Neighbourhood

objections
Overtime/extended workdays: fatigue, morale,
rework
Increasing Size of workforce: Training, Space
Constraints, Hiring time

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 References
Meredith, J. R., and Mantel, S. J. Jr. (2006).
Project Management: A managerial approach.
6th ed. New York (chapter 11).
Labi, S. and Moavenzadeh, F. (2007).
Presentation to Project Management course in
MIT
Dr. Ammar Al Ojaili & Ms. Samira Al-Esry

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