PROJECT DELIVERY AND cONTROL

Synopsis
4.1 Requirement of Control system
4.2 Definlng System, Characteristics and Importance
43 Dgfining Variation Limits

4.4 Measurement, Making Process Visible

45 Feedback and Corrective Action

4.6 Project Completion and Handover

4.7 Improvement Activties

4.8 Training and Education

4.9 Aitit and Review

4.1REQUIREMENT OF cONTROL SYSTEM

Q. 1: Explain the Aspect of Control in Project Management. OR
xpain: Project Control. OR
Explain the Process of Project Control in International Project
Management.
ns.: Project Control
Thg planning and scheduling form the two important steps before the
actual project commences.
The controlling phase starts after the project starts and is undertaken
during the conduct of the different project operations, activities or tasks.

(4.1)
B.B.M.: Sem. VM: Intenafional Proj, Mgt. 4.2 Project Delieny and Control
A s far as
possible, it is necessary to see that the project perlorms as per
the predecided schedule.
But because of the diferent dificulties faced
during the operation due to
different unavoidable reasons, it may not be possible to adhere to the
schedule.
I t is, therefore, different stages of the operation of the
at
necessary
project to review the difference between predetermined schedule and the
actual performance.
This will be effective to determine the precise effect of the deviation of
the actual
performance from the schedule. It will also be necessary to
review, to replan and to reschedule so that the deviations are
compensated and the project is completed as far as possible in the
predecided duration.
Project control can, therefore, be defined as a formal mechanism in
determining the deviations in actual performance compared to the basic
plan and predetermined schedule and to determine the precise effect of
the deviation with the duration of completion of the project so
respect to
that, if necessary the project can be replanned and rescheduled to
compensate for the deviation for completion of the project in the
predetermined duration.
Process of Project Control:
The different steps in accomplishing project control in international
project management can be summarised as below
(a) Establishing standards and targets in terms of the time for completion of
different phases of the project.
(b) Actual measure of performance compared to the set down target and
standard at the end of different stages.
(c) To identify the deviations from the standards in terms of time and other
measures.
(d) To suggest and select the corrective measures. This will consist of
problem of identifying the bottlenecks and the different drawbacks and
shortcomings in terms of resources, decision making, organising the
needed correction especially in terme of resources. This will include the
skills necessary for the decision maker.
(e) In fact, the controlling of any project consists of
) Time control,
8BM:Sem.Eemoional Proi, Mgt.
(i) Cost control, and
(i) Quality control
A.3 Project Delivery and Control
2:What is
Q.2: control ? State the
Ans.: Control: (Meaning) Fundamental Purposes of
.Control' is a necessary and
Control.
.Control' refers to the inherent part of life of any
organisation.
maintenance of ethical, goeal directed
Control' is directed to performance, cost and behaviour.
.Control systems have time.
a close
well-balanced. relationship to motivation and
should be
Fundamental Purposes of Control
(a)To review all the required changes in the
To project.
(b) identify all tasks impacts.
(c) To translate these impacts into
project performance, cost and schedule.
(d) To identify alternative
changes that might accomnplish the same ends.
(e) To acoept or reject the requested changes.
(9 To communicate the changes to all the concerned parties.
(To ensure and verify that the changes are.implemented properly.
h) To prepare monthly reports that summarise all changes to date and their
impacts on projects.
3:Explain the Types of Contro.
Ans.:Types of Control Process:
(a) Feedback Control:
Feedback is the process of adjusting future action based upon
information about past performance. Though feedback' is 'after the fact',

it is vital to the control process.

are immeasurable or are not detected at the
Sometimes, input variables
feed forward control point.
continuous activity as it enables to take
Feedback is necessary in any
of goals off
action which is essential for the accomplishment
corrective
the system.
is important to the development of an effective
The concept of feedback
control in any organisation.
refers to gather information
This is also known a s Post Control"' which
information and to take corrective
to evaluate
about completed activity,
similar activity
in future.
actions to improve
 4.4
Projed Delivery ond Con
B.B.M: Sem. VI:Intemational Proj. Mgt.
control more
effective and meaningful, ana
To make feedback
to be made
as quickly as possih
post-perfomance is required
to the manager without
and
control should
reports have been submitted losa
of time.
(b) Concurrent Control:
I t is also known as real 'steering' control.
time' or
I t is concerned with the adjustment of performance before any maior

damage is done._

Input Productive Process

and Activities
Outputs

|Feedforward Concurrent Feedback

Control
Monitorin9
Control
:Monitoring Control
Inputs. Process Monitoring
Products.
Anticipating
and Preventing
Adjusting on
Leaming
going from
Problems. Activities.
Past Mistakes.

Hg. 4.1:Types of Control Processes

I n a factory, control chart is
an
example of
Concurrent control occurs while an activity is still concurrent control.
(c) Feedforward Control: taking place.
.Feedforward control involves evaluation
of inputs.
.Feedforward follows the simple principle than
stronger than its
an
weakest link. Preventive maintenance
organisation is not
programme is an
important example of feedforward control.
Important Guldelines for Using Feedforward Control
() Thorough planning and analysis must be
done.
i) The feedforward control system must be
kept dynamic.
(ii) Data on input variables must be regularly collected and assessed.
(iv) Careful discrimination must be applied in
selecting input variables.
B.BM Sem. M:Indernafional Proj. Mgt. 4.5 Project. Delivery ánd Contirol
4.2
DEFINING SYSTEM,
IMPORTANCE CHARACTERISTICS AND
Bplain the Various Features of
Q.4: Bxplain

Features of Control.
s.
Ans.
Control:
The process of control has following basic
characteristics
talControl is a Function of
Management
.Control is a follow-up action to the other
.This function is performed functions of management.
by all the
managers in the organisation to
control the activities assigned to them.
b) Control is a Continuous Process
.Control process does not stop
I t involves not anywhere.
only a constant analysis of the validity of the established
standards, policies, procedure etc. but also the
corrective action. taking of the
required
(c) Control is Flexible and Dynamic Process:
Control involves continuous review of
results in corrective action which standards of performance and
invariably requires constant changes.
(4) Control is forward Looking or Future-Oriented
Control is related to future as past cannot
I t is
be controlled.
preventive and corrective measure as it
leads to minimise wastages,
losses and deviations from standards.
Control does.not curtail the rights of the
individuals. It keeps.a check on
individual performance.
(e) Planning and Controlling are
closely related with each other:
Planning is based on control and control is based on planning.
The
control process uses certain standards in order to
measure performance
which are laid down by planning.
The control
process in turn, may reveal the deficiency of planning and
may result in the revision of planning.
t
may result in establishing new aims, changes
in structure of
organisation, staff pattern and changes in the direction techniques.
The Besence of Controlis Action:
Control performance can be achieved when corrective action
the
is taken on
basis of feedback information.
The
manager has to compare actual performance with standards.
BBMT:Sem. M: lnternationol Proj Mgt. 4.6 Projec Delivery ond Conh
h e deviation revealed by such a comparison may serve as a guide

future action, which helps to minimise the wastage of the money o

efforts. and
.6:plain
Ans.
theImportance of Control.
Importance of Control:
:

(Besis for Future Action:

A continuoue flow of control information provides the future action.
It gives correct picture of the nature of corrective action.
Tt enables the management to take preventive steps to check the
repetition of the mistakes in future.
(b) Control Pacilitates Decision-maling
The process of control is
The control
complete only if corrective action is taken.
system enables the management
to take a decisions
regarding what type of follow
up action is essential for successful
accomplishment of
organisational
objectives.
(c) Control Facilitates De-centralisationa:
Control enables the top
management to get the feedback information
which helps them to ensure that
the decision taken at the managerial
levels are consistent with the policies and the
interest of the enterprise.
(4) Control helps in Co-ordination:
Control facilitates coordination
by keeping the routine activities and
efforts within their fixed boundaries
established by
and provides guidance to each member of the pre-determined goals
towards common organisation
goals through coordinated directions. to move
() Control System has
positive Impact on Employees:
The existence of a control
system has a positive impact on the
of the employees. behaviour
.The employees tend to be cautious as their
performance is observed by
the manager or it is compared with
predetermined goals.
(9 Control helps to Detect
deviations:
Managerial Weaknesses and Important
Control reveals and feedback the
information
managerial weaknesses to remove them by suitablenecessary to indicate
Control ensures proper remedial actions.
. I t indicates the implementation of plans.
shortcomings of planning as well as other functions of
management such as organising, staffing,
ordinating etc. directing, communicating, co
 a BM: Sem. V: lnfernational Proj. Mgt.
4.7 Project Delivery and Conirol
. 6: What is Project Management
. : Project Management Information
Ans.
Information System (PMIB) ?
fa)A project management informationSystem:
system (PMIS) is the coherent
organisation of the information required for an
projects successfully. organisation to execute
b) A PMS is typically one or
more software
process for applications and a methodical
collecting and using project information.
c)These electronic systems "help to plan,
management goals." PMIS systems difer in execute, and close project
depending upon an scope, design and features
organisation's
operational requirements.
dThe Project Management Information
enterprise environmental System (PMIS), part of the
factors, provides
scheduling software tool, configuration to an
such as a access automated tool,
a
an information
collection and distribution managenment system,
other online automated system, or web interfaces to
systems used during the Direct and
Project Execution effort. Manage
(e At the center of any modern
PMIS is software.
information.system can vary from
Project management
containing Microsoft Excel
something as simple as a File system
software.
documents, to a full blown enterprise PMIS
Characteristics of a PMIS Software:
(a) The
methodological process used to collect and
information can match normalized organize project
Management Professional orPRINCE2. methodologies such as
Project
) A PMIS
Software supports all
Project management knowledge areas
as:
Integration Management, Project Scope Management, such
Management, Project Cost Management, Project Project Timne
Project Human Quality Management,
Resource Management, Project Communications
Management, Project Risk
Management, Project
Management, and Project Stakeholders Management. Procurement
lonahip between a PMS and PMIS
A
project management system (PMS) could be a
8ometimes an external tool beside project part of a PMIS or
management information
b oystem.
What a PMIS does is to manage all stakeholders in a
project owner, client, contractors, project such as the
sub-contractors, in-house
Workers, managers etc. staff,
 uuro
Project Delivery oru
4.8
B.B.M. : Sem. VM:InternationalProj, Mgt
DEFINING VARIATION LIMITS
L i m l t a t i o n s .

4.3 M a n a g e m e n t

Project.
Q.7: Wrlte a Brlef Note on
Limitations
:
project
management
Ans. : Project Management available,
some
limits.
al the methodologies for these
prepared
both
w i t n

are detines
managers PMBOR,
nltations do exist. Good or
Knowledge,
of
Management Body
T h e Project
limits.
specification
control limits and
variations in
(a Control Limits: occur
through
limitations
management
These project
afiect a project's
collected data. members
can
team
disagreement among
The mere
failures. when
control a s well a s past project set standards

control limit paths and

Good m a n a g e r s will develop

issues such these arise.

as
(b) Specification Limits: They are
limits are harder to handle.
Unlike control limits, specification
stakeholder or client related.
almost always stakeholder may
E v e n when quality management is utilized, a client o r
dissatisfaction and sway the project.
show some client or
should set specification limits with, the
Effective managers
the project
understand what
stakeholder in advance allowing them to
or mindset.
will entail versus a change of heart
Limitations :
Human Element human
but the
resource management may be at top levels
Your
(a) While change is inevitable,
element in any project can harm a project.
not robots or computers and areas of denial, disagreement,
humans are
element limitations by
and stubbornness do happen. Cure human
implementing open
communication and good listening skills.
of
and individual feedback is necessary to halt this type
(b) Both team
over to
limitation before it spreads. It may only take one person to cross
human
the path of harm that is easily spread. Be aware of your
tha'
element byknowing your team well and spot-checking the areas
conflict.
you know
cause
may
 BBM.:Sem.M:
goftware Limitations:
International Proj. Mgt. 4.9
ial Project management Project Delivery and Control
will be utilized-but software designers
that's not may believe if they
for every
project nor can all always the case. Not all
build it, t
project needs, no matter what software be adapted software will work
using. project management immediately to meet
(b) Speak with designers and methodology you are
often during the offer realistic
design process to see,
guides on what you need. Meet
you may not be able to feel, and touch the
the process flow
rid software
of all its design. While
smoother if you
rather than waiting for
limitations you can make
the final
communicate throughout the process
product.
4.4
MEASUREMENT, MAKING PROCESS
Q.8: How Indicators are used VISIBLE
Ans.: to Measure Progress
Indicators used to Measure and Performance ?
a) Progress and Progréss and Performance:
performance must be measured to attest
a
(long term) project. a
development in
(b) With few, but
carefully selected indicators, it is
overview on the progress and possible to get a
good
c) Indicators can be used in performance.
many different areas
water and sanitation. including for example
(d) A suitable method is needed to
make the development visible and
measure the progress. Indicators are one
The term "minimum approach to measure progress.
indicators' is used in recognition that:
e) It is
better to start with a small set of indicators that
monitor and to improve over time. are feasible to
There are many other
indicators that could be used to
measure
beyond this basic level. progress
cators provide an effective tool to measure
8An indicator is the progress and performance.
representation of a trend tracking the measurable
change in a system over time. Generally, an indicator focuses on
manageable set of information that gives a sense of the
a
small,
h Therefore it can be seen that
bigger picture.
there is
need to measure everything.
no
Furthermore the choice of indicators is important as to
sufficient 'sense of the bigger picture'. whether it gives
B.BM.:Sem. V: imemotionalProji Mgt. 4.10 Project Delivery and Contro
( Only well selected indicators can assist the process to maintain a focus
on the important work areas and take strategic decisions to address
problem areas. That makes a project sustainable and allows responsible
persons to act.
Use of Indicators:
G) Tndicators are useful to:
Measure progress over time against various water and sanitation
objectives providing information relevant to policy.
(ti) Measure performance against a target to evaluate the effect of policy
actions and plans.
(ii) Present information to the public or stakeholders in a simplified way.
(iv)Identify areas for increased attention by an organisation.
Indicators Have the following Core Functions:
(a To provide system information to inform the project team (responsible
organisation), the public and policy makers.
(b) To translate data into policy relevant information. That is, they describe,
show trends and communicate the results of
implementing objectives.
Applicability:
(a) Indicators are useful to progresses and performances of (long
measure

term) projects in water and sanitation.

(b) It makes successes or failures visible and with a precise influence on the
indicators problems can be solved.

4.5 FEEDBACK AND CORRECTIVE ACTIONN

Q.9: Write about the Root Cause
Analysis and Corrective Action for
Project Managers.
Ans.Root Cause Analysis and
Corrective Action
(a) Project managers have the immense task of
for Project Managers:
juggling requirements and
resources that often not under their direct
are
control in order to
produce the required project deliverables
within the limited, constraints
to which they must stick to
(scope, time, quality, etc.).
(b) Even if the perfect project plan could be designed and
not remove all of the risks that could
executed, it would
must
ultimately impact a project. Plans
inevitably change for one reason or another.
 aM. :Sem. VM: Intermational Proj. Mgt.
LBM
4.11
ic During the phases of a project, it could be said Proiect Deliveryand Control
that there are three
major activities focused on reducing project risk.
d) The first risk reduction activity occurs during project planning, when a
proactive risk assessment is conducted and the identiied risks are
either mitigated or avoided (e.g., by
modifying the project plan,
transferred (such as through insurance) or accepted (by doing nothing
and accepting that "if it happens, it happens").
eThe second activity is the continual assessment of riak throughout the
project. The final risk reduction activity is to hold a retrospective
essons learned" at the end of the project, which will have the least
impact on the current project but will serve to benefit others in the
future.
(However, for the unforeseen problems corrective action is then a critieal
process for dealing with ad-hoc problems encoutered during projecta.
Unfortunately, actions taken to resolve a n issue often only addrees the
problem itself, not its underlying causes.
are
(h Symptoms of the problem are addressed and project resources

corrective action may

adjusted to compensate for the problem, but true
not be taken.
of the problem remain unknown, meaning
() In other words, the causes

the problem may. reoccur later in the project and/or in future projeet?

Corective actlon consists of two major phases: to find the root causes of the
4) Diagnosis : Performing an investigation

problem.
the causes from recurring.
(4 8olution: Taking action to prevent
of these' steps, consider an example
To provide a more detailed breakdown

0-step problem solving model"

What occurred, where and
when was it identified,
(4) Define the Problem:
is it?
when did it begin, and how significant
the process steps that should
) Understand the Process What were
the problem was found?
have been carried out before
did not occur as planned, which of the
Identify Possible Causes: If they
have caused the problem?
process steps could possible
What information could indicate
which of the
Collect Data:
problem?
occurred in a way that
would create the
causes actually
B.B.M.: Sem. VI: International Proi. Mgt.4.12 Project Deliveryand Conto
( o A n a l y z e Data: What does the data indicate about which ol the possible

causes did or did not contribute?

(6) Identify Posaible Solutions: What changes to the processes of project
planning and execution might keep those processes from failing in the

future?
(7) Select Solutione: Which of the possible solutions identised are the
most viable?
(8) Implement Solutions : Plan and carry out the selected solutions.
(9) Evaluate the Eecte: Were the solutions implemented and have they
worked?
(10) Institutionalise the Change : Update project management guidelines
and tools to ensure that future projects are carried out in alignment with
the improved processes.:
0) Project failures are often the result of incremental variations within
multiple processes, and a single individual is unlikely to be suf+ciently
familiar with all processes to be able to evaluate them effectively and
without bias.
k Therefore, project managers must ensure that they involve multiple
players in the diagnosis of complex problems.
(-They need to encourage their team to put their hand up for help".
(m) In the rush to solve problems, people make assumptions and jump to
causes or solutions without having data to
back them up.
(n) Project managers need to be certain that adequate information is
available before deciding which actions to take.
(o) Corrective action often has a negative connotation in
which means people don't look forward to
organisations,
being
involved.
(p) However, many studies have shown that humans and
learn morefrom their failures than from their
organisations
successes, so corrective
action needs to be viewed as
simply the process of learning more about
how processes actually
operate.
(q Project managers need to employ positivity when assessing the need for
corrective action and putting the case forward to do it.
(r) Corrective action is seen as
something that is in addition to the "regula
work", rather than as part of effective business
indicated by the Plan-Do-Check-Act cycle.
management, °
 Sem. V:Intemotional Proj. Mgt. 4.13
ny organisations want to Project Delivery and Control
blems
probl
to human error. The automatically assign the cause o
problem with this is that it is
to provide identification of solutions, insuticien
since the cause for that human
error wouuld need to be know
(9 are
There a re also challenges specific to
project management which serve o
nake the activity of corrective action more
ak
difficult
What
10.
are the 8teps invoved in Project Handover and Delvesry ?
Project Handove: and Delivery Procedure:
Ans.:
The outputs of a project should be defined at the planning stage,
including any conditions that will be required fora smooth transfer.
outcome should be formally handed over to the sponsor who
Each
should confirm their delivery ('sign them off) ao that there is no dispute
about whether outcomes have been completed.
A closure list is likely to have include the following groups of
sections to
tasks, but each project will different features to consider. A list of
have
suggested areas to consider can be seen below:
() handover complete for all deliverables.
()client or sponsor has signed off all deliverables accepted.
as

(i) responsibility for future maintenance agreed.

() Final project status reports complete.
e) All financial processes and reports complete.
0 Project review complete.
performance evaluations and reports completed.
Staff
h) Terminate staff employment on project.
Terminate all supply contracts and processes.
accommodation used for project.
Close down site operations and
Dispose of equipment and materials.
relations
(internal, external and public
Announce completion of project
contacts)
Complete project file and store appropriately should be defined
at the
project
oTmal handover The outputs of a conditions that will be required
for a

Panning stage, including any

Bmooth transfer.
over to the sponsor who
ach outcome should be formally handed
there is no dispute
their delivery ('sign them off)
so that
Old confirm
about whether outcomes have been completed
B.B.M.: Sem. W: Intenational Proj. Mgt. 4.14 Project Delivery and Conrol
P A closure list is likely to have sections to include the
1ollowing groups of
tasks, but each project will have different features to consider
A of
list
complete
suggested areas to consider
for all deliverables client
can be seen below: handover
or sponsor has signed off all
deliverables as accepted responsibility for future maintenance agreed
inal project status
reports complete all financial processes and reports
complete project review complete staff performance evaluations and
reports completed terminate staff employment on project terminate all
supply contracts and processes close down site operations and
accommodation used for project dispose of equipment and materials
announce completion of
project (internal, external and public relations
contacts) complete project file and store appropriately

4.6 PROJECT COMPLETION AND HANDOVER

Q. 11:State the various Methods of Project Completion.
Ans.: Methods of Project Completion
(a) Successful Implementation of the Project
The implement plan for the project contains the following elements:
() Estimates of the time required.
(i) Cost and material used.
(i) Hours of work used.
(iv) Calculation of equipment cost.
(v) List of all overhead and administrative costs.
.Depending on the wishes of the parent organisation and the needs of the
project, project task schedules (eg Time Charts, Network Diagrams,
Gantt Charts) are given for each sub-system and for the system as a
whole.
Personnel, equipment and resource usages are estimated on a period-

that constraints are not

by- period basis in order to ensure resource

violated.
milestones indicated on the time charts. Contingency plans, if
Major are

any, are specifically noted.

Q. 12: Exaplain: Project Terminatlon.
Ans. :Project Teraination:
Project termination refers to logical end of any project.
 sem.: Intemafional Proi Mgt.
avs/Varietles of Project A.15
ptferent Waye/

ination by Extinct Termination Projec Delivery and Control

:
These are asifollows
t is also termed us
tnder this form of
"termination by murder".
project termination, all the
are ended without activities of the project
integration.
extending it in some form, such by inclusion
as or

ant Features of Projeet Terminatlon

R Suddenness of Project demiese. by Brtlnction :
(i Lack of obvious signals that death ie
imminent.
Termination by Addition
Under this form of project termination, project personnel,
equipment are
simply transferred property and
from the dying project to the newly
born division.

eTermination by Integration:
Bringing the
project activities into the organisation and distributin8
them among existing function is an important feature of termination b
integration.
Under this form of project termination, the property, equipment,
material, personnel as well as functions of the project are distributed
among the existing elements of the parent onganisation.
14) Termination by Starvation:
Under this form of project temination, budgets of the projects are
drastically reduced which is sufficient enough to stop the progress of the
project.
Under this form of termination of project, the project budget might
receive a deep cut which enforces the reassignment of many project
but the project still
team members. In effect, the project is terminated,
exists as a legal entity in theory only.

Vhen to Terminate a Project

Buell' regarding the project was fair
The following given symptoms by termination of the project.
the
nough to take decision regarding
consistent with organisational goals?
Whether the project enthusiastic about the project to
Whether management sufficiently
?
Support its implementation consistent with the organisation's
c) Whether the scope of the project
inancial strength ?
 Projec Deery ancd c
B.B.M : Sem. V:Indenational
Proj. Mgt. 4.16
support being spread
too thin ? Cortire
organisational project o r has it gone
stale ?
(aWhether innovate,
teams still
( e W h e t h e r the project
out without loss quality ?
of
W h e t h e r the project
be framed ?
success
enthusiastic about
(BWhether the project team is
been "thorouph
(h) Whether the subject area of the project already. ghly
plowed".
the organisation have the required
skill to achieve fu
Whether
or exploitation of the projectt?
implementation
G) Whether the potential results be purchased
or subcontracted mor
efficiently than developed in house ?
f the answers to the majority of the above questions are negative, then the
project should be teminated.
Project Terminatlon Process
(a) The Decislon Process:
There are two categories of decision aiding models for the termination
decision. Firetly, there are models that base the decision on the
degree
to which to the project qualifies against a set of factors generally held to
be associated with
successful (or failed) projects.
Secondly, there are models that base the decision on the degree to which
the project meets the goals and objectives set for it.
(b) The Implementation Process:
Once the decision to terminate the
project is undertaken, the process by
which it will be terminated must be
implemented.
I n some
organisations,
the project
termination process is conducted
under the direct control and supervision of the
I n some organisations,
project manager.
special
termination manager
terminate the project.
are
appointedto
Duties of the Termination
Manager:
(a) To ensure completion of the work, including tasks performed
contractors. by sub
(b) To notify the client regarding the
completion of project.
(c) To ensure that all the
documentation regarding the
and ensure that delivery was project was complete
accomplished.
(d) To clear for fînal billings and oversee
sent to the client. preparation of the final invoices
(e) To clear project with legal counsel or consultant.
 BBM.:Sem.M: International Proj. Mgt.
To redistribute 4.17
personnel, Project Delivery and Control
resources the appropriate materials, equipment
to
ent, and any other
To ensure
the places.
closing of the project
. 13: Explain the Phase of books.
Ans.:The1 hase of Project Project
Completion.
.It is one important Completion:
phase in the life
.The phase of cycle
of the project.
project completion
comes after either achieving its
objectives or being terminated for various
closure of the project. other reasons which requires
.It consists of verifying and
documenting project results to formalise
acceptance of the product of the project by sponsor, client or ustomer.
Iapate used in Project Completion Phase:
a) Performance measurement
documentation.
b) Documentation of the product of
the project.
() Other project records.
Tools and Techniques used in Project Completion Phase:
(a Performance Reporting.
Outputs used in Project Completion Phase:
(a Project Archives.
(6) Formal Acceptance.
(c) Lessons Learned.

4 . 7 IMPROVEMENT ACTIVITIES
in ?
14:What Improvement Activitles can be done Project
a

. : Improvement Activitles in a Project

method for reaching specific goals and planned
projectwithin organised
Abenefits
is an
a target schedule and defined budget.
methodology provides an organisation with
Project management
its ability to plan, implement, and control its
pOwerful tools that improve
activities. organisations
mentality has changed drastically and
owever today this as something mandatory to
methodology
DelieveProject Management Theretore project management
competitiveness
of the firm.
naintain the
organisation.
b e c o m e an integral tool of an
 4.18
Projeci Delivery and ontrol
Mgt. practi
LM.:Sem. VM:International Proji.management is achieved through.best tices.
Excellence in project projects predictab
(d) to deliver y,
ensures ability
The use of best practices
constantly, and successfully.
improving them continuously i
eTherefore identifying best practices and to achieve
organisation
that aspires
an important exercise for any

excellence in PM. the

agreement that correct
Good practice' means there is general
( tools, and techniques
can enhance the
application of these skills,
of different projects, in other
chances of success over a wide range

words, something that

repetitive basis or something that
works well on a
can be in the form of
leads to a competitive advantage. Best practices
or processes which
templates, guidelines, procedures, policies,
everybody has agreed to follow
the life
(& Lessons.learned documented by the project team throughout
cycle can be a source of best practice for a n organisation. Best practices
time.
they are reviewed, updated or removed
over
are very dynamic;
(h) This is known as continuous improvement. For example conducting
continuous project management training in the organisation, or
establishing a formal change control system with defined change control
procedure can be best practices of an organisation.
(The best practices are made up of capabilities. Capability is a specifíic
competency that can be sued to implement projects
) Each best practice should have its associated capabilities that help to
perform the best practice. Organisations can have their own best
practices or they can be industry standards.
) The best practices can be at different levels; Profeasional Standards,
Industry Specific,. Company Specific, Project Specific, and Individual
level.
Some Best Practices Organisations may Use to Maintaln igh
erformance in Projects :
) All the organisational decisions are made considering the interest of the
stakeholders.
i) Organisation ensures all the projects are strategically aligned.
(ii) Organisation follows a standard set of project management processes
and procedures.
iv) Formal performance management system is used to manage u
performance of all involved in the project.
 Comtrol
4.19 Project Delivery and
em. V:Intemational Proj, Mgt.
uses a process to select and prioritized projects.
The
he organisation processes
to a s s e s
and conto

organisauon
u s e s risk management
The
sharing
storing and
i s k s .

The anisation has process for capturing,

techniques
benchmarking
learned" The organisation uses
tessons
improve project performance.
established.
standards are
processes and established The
org
Programme management standards are
m a n a g e m e n t processes
and
Portfolio managers.
takes steps to develop project established
and
continuously employees
are

plans ior all levels of project

Training other
implemented.
with all the
processes are integrated
management
bi Project organization. methods.
in the delivery
processes effectiveness using project
measures project management
The org that u s e project
cil for organisations evaluate,
mandatory discover,
i t is best practice.process
to
they
to have a
library so that
methodology best practice
in a
and store best practices and
continuous

classify project
management
effective
used for
can be
improvement.

TRAINING AND EDUCATIONN

4.8 Certiflcation
and Training
Management

Note : Project
15: Write a

Programme. Certification:

prepares project
Management programmes
Aa4:ProjectManagement Certification Training and overseeing all1
implementing
Project of
responsibility
for the
managers project.
organisational characteristic
business or desired
aspects of a develops the
smaller parts of a projectincluding leadership,
organisation,

Managing
manager,

of a senior project
efficiency and cooperation.
students
teaches
Besential Information programme
in project
management

assurance strategies,
A bachelor's degree cost estimation,
quality

project control, concepts.

leadership
management
and
 4.20
ond
Projed Dovery and Lom
hnology,
techno const
Mgt
B.5.M, : Sem. V:Intemotional Proj. w o r k in
i n f o r m a t i o n

While general
can
e n g i n e e r i n g o r b u s i n e s s .

(b) Project
n a g e mmanagers
e n t experience may apply to more than o n e i n d u sience
t."

manufacturing. stry, "h

with
specitic experien.
managers

employers
intormation
prefer
technology
to hire

project
management,
construction manae
anagemen
or engineering. be capable
of ding team
leading teams an
managers must require
(CBecause project
business
objectives,
most employers
projer
meeting important
experience.
3-10 years of relevant job
managers to have
at least
through lower-level posittion
experience
Most project managers gain obtain
(d
that have fewer responsibilities.
Some project managers
the:
company.
with a single
positions through promotions Certificate
Levels in Project Management :
Program
Fields: Program Management, Busines
ness
Project Management Program
Administration, Information Technology
Bachelor's degree
Prerequisites : Significant work experience; networking or software
Programme Specialisations : Computer
or construction.
engineering, manufacturing
biomedical
certifñcate programme teaches
(e) The curriculum of a project management
students to evaluate project objectives, lead teams and complete projecs
on a structured schedule.

( Most programmes provide coursework on entrepreneurship, accounting

and business administration. Other courses may include:
Project management fundamentals.
Enterprise leadership.
Project cost estimation and budgeting.
Human resources management.
Project communications and assessment.
Quality assurance.
(g Project managers not
required to be licensed. Voluntary certitica
are
is available from several
project management professional organis ations

Certification available for project man

managers are available frO
organisations including the Project Management Institute (PMI) a
d
the

American Academy of Project

(b) The Project Management ManagersInstitute
(AAPM). P r o j e c t M a n a g e m
m e n t

grants Project
Professional (PMP) credentials to eligible The Projed
project managers.
AB.M.: Sem E ndermaional Proj. Mat.
Managenment Institute also 4.21 Project Delivery and Control
scheduling professionals. offerscertification for risk
()The AAPM awards the management ana
Master Project
International Project Manager (MPM), Certified
(PME) certifications. Managers (CIPM) and Project Manager E-business
) Project managers can attend
by. PMI, the American conferences.and training seminars offered
management organisation. Management Association and local project
k)Many seminars and workshops provide
to fulfil the professional development units
continuing education requirements for certifications.
Project management professional development resources are available in
print and online through
Today, PM Network professional organisations. PMI prints PMI
and
Project Management Journal project
and programme directors. managers
(m) Additionally, several online newsletters and
provide information on project professional websites
managementcareers and continuing
education opportunities..
4.9 AUDIT AND REVIEW
Q. 16: What is Project Audit ?
Ans. : Project Audit
(Meaning)
:

The project audit is a thorough

examination of the management of a
projects, its methodology, procedures, its records,. its properties, its
budgets and expenditures, and its degree of completion.
Project audit' is not like a traditional management audit.
Project audit is meant to verify that the project is being properly
managed.
Project audit uses any system desired by individual organisation or
dictated by contract.
Project audit can be defined as the process of detailed inspection of a
Project by the management.
Project audit is a formal type of project review', most often designed to
evaluate the extent to which project management standards are being
followed.
B.B.M.: Sem. VM: Intermational Proj. Mgt. 4.22 Project Delieryand Control
Project audits can help determine the true state of a project, and
whether the project looks to be on track to finish successfully.
Project audit can help to assess the current state ofa project and tells if
the project management processes are being followed properly or not.
Q. 17: What is the Project
Management Audit Process
Ans.: The Project
Management Audit Process
(a To follow the objectives and successfully complete a particular project, it
is essential to study the project feasibility process by the method of
project audit.
(b) You can plan future projects by learning new dimensions of the existing
project.
(e) Conducting an audit is imperative to assess the progress of a project and
regular audit sessions ensure that a project's management is in-syne
with the established project objectives.
(a Idealy, an audit process should have some level of flexibility because
various teams and organisational resources are involved in the execution
of a project and to measure each of them using a standard
assessment tool may not provide the most accurate results. .
A basic checklist that is often used for auditing project management to
assess the Project Characteristics includes verifying the presence of
(a) Strategic project management tools for organizing and monitoring every
facet of a project.
(b) Clearly-defined phases and sub-processes through a project's lifecycle.
(c) Delegation of responsibilities to ensure that each of the project phase is
in agreement with the critical project objectives. Conducting periodic
audits ensures that project-related risks are avoided.
Usual Risks that Hinder Project Performance:
(a) Practices that defy cost-management and makethe project economically
unfeasible.
(b) Non-adherence with the project plan or organisational practices.
(c) Inability to keep-up with time-specific deadlines.
(d) Over or under-evaluation of availability of resources.
(e) Presence of team personnel who are not qualified for the project.
Every organisation has various project-related processes and each o
them needs to be audited. Following are some of processes and auditing
related queries that are designed to judge their overall performance: