Project Direction & Control

Prof. Rupesh Pais

Direction
Coordination Control

Initiation / Startup period

Production Period

Project Closing

Project Implementation phase

Management Efforts Schedule

Initiation period
Lot of Direction & Co-ordination, Little of .. control

Production period
Lot of Direction & Co-ordination Little of or control

Closing period
Co-ordination lead role

Project Direction
Use or authority to channelise the project on

desired lines Authorizing plans and schedules for implementation Schedules Working documents - work orders Requirement of approval for changes or deviations

Project Initiation / Start up

Direction to be provided by Project manager

Scope of work Specification of results of completed work Basis of work Division of work imported vs indigenous, departmental vs contract Schedule of work Budget for work System and procedure for work Co-ordination of work Authority & Accountability of work Control of work

 Participative Approval

Project Manual

Project kick of meeting

Objectives
Co-ordination of project requirements and that of

participating agencies. Establishment of directives & controls Team Building Communication Direction Decides Project Destiny Appointment of Consultant

Direction During Production Stage

Initiation Establishing baselines for project

performance Administrative variety. On-going directions Work schedules approval. Details budget, specifications, purchase order, work order, construction drawing Lower level directions Personal contact

Design Review Meeting

Checking project design - functional Utility,

energy optimization, handling minimization, safety, economy etc. Life cycle costing Effort Value engineering

Value Engineering Review

Cost as basis

Ensures inclusion of value in design

Value addition function of processing system.
Input (Limestone) Cement Factory Output (Cement) | --- Value added -----|

 Five functions in work-study

Operation Transportation Permanent storage Temporary storage

Inspection / control.

 Stages of Value engineering Review

Systematic value Engineering: Reduction in 10 -

20% of project cost. Visibility of cost function relationship essential aspect (Each work package)

Effort

Value Engineering Review

Benefit

Basic Package Review Tender or Work Package Review Post Contract Engineering Review

 Function Analysis Operation, Inspection etc. Cost of each function Estimation of cost of each

work package. Cost of each function Percentage of total project cost, comparison with industry average Determination of cost work gap and establishing opportunity of value improvement. Classification of functions - primary, secondary & unnecessary Essence of Value Engineering Identification & Elimination of unnecessary cost.

Creativity Techniques
Organized Search for Ideas

Questioning Techniques Critical Examination technique Generation of ideas & checking for technoeconomic feasibility
Attribute Listing Grafting of superior attribute to item or removal of interior attribute- functioning improvement.

Creativity Techniques contd

Brainstorming Simplicity, sense of participation Synectics Generation of ideas in-group meeting Use of analysis like direct, personal fantasy

and symbolic analogy.

Value Engineering Directives

Compulsory by contractual binding Value Engineering Production of better thing

Purchase orders and Work orders

Directions to Internal Departments Project charters, project manuals, circulars, inter-office memoranda, group meetings, personal meetings .
Direction to vendors & contractors
Purchase order & work orders.
Types Technical (Specifications, drawings, performance) Commercial (Schedule. sequence, insurance etc.) Managerial (Systems & procedures etc.) Administrative (routing of correspondence, drawing inspection notice etc.)

Ongoing Directions
Decision without detailed study Seat of the

pant decisions.
Visualization of decision environment Choice

area

Rountine Directions
Routing directions
1. 2. 3.

4.
5.

Understanding decision environment Establishing decision alternatives. Alternatives evaluation & selecting course of action Communication of decision to implementing individual or agency Checking working of decision

Progress Review meetings

Participant Project team Engineering vendors,

contractors
Scope:
Status implementation of decisions Progress achieved Problems Decision regarding problems

Agreed action programme and progress target upto

next review date

Communication in Project Management

Coordination

Communication

Direction

Control

 Communication Distortion

Communication
Two way communication

Understand
Physical and mental aspects Conscious and determined effort

Organising for Communication

Communication effective organization

Barrier to communication physical distance.

Use of communication devices.

Communication Oriented Action Plan

Organisation of work, people and workplace with

communication orientation Selection ad installation of appropriate communication devices. Project review and co-ordination meetings at predetermined frequency. Predetermined document distribution matrix. Establishing healthy attitude towards communication by appropriate directions.

Communication Oriented Action Plan .contd

Implementing routine communication system.

Installing structured reporting systems &

procedures. Establishing a control room. Running an in house magazine. Using desktop computer for communication.

Feedback Communication
For every bit of action there must be a

communication and for every bit of communication there must be feedback communication.

Reporting System
Period feedback reports Preparation of drawings & documents Procurement of equipment & materials Equipment to be manufactured at workshop Equipment to be fabricated at site Erection and commissioning work.

Control Room
Conference room with facilities for data record,

data processing and data display. Displays 5 curves, Pie-charts, Bar charts, Histograms, Layouts, magnetic boards Use of microcomputers for data storage, processing & graphics.

Project News Letter

Objectives
Closing of Communication gap. Promotion of team spirit. Provides opportunity for giving self-expression. Monthly Fixed Date

Contributions from participating Staff.

In depth analysis of problem in project

Unscheduled Meetings and Social Get-togethers

Project Coordination
Efforts to bring parts into proper relation for

harmonious functioning Need for simultaneous working Supply and erection of equipment
Procedure
Physical matching and timing

What , How, Who

When

Physical Co-ordination
Basic framework Work breakdown structure
System level Project Manager Work package level Package co-ordinator Work item level functional co-ordinator Tayloring work of specialists

Physical Co-ordination
Ensuring day-to-day co-ordination
- Squad check exercise by small group to check

documents or plans, provision of right climate - Co-ordination meetings (routine or on demand) - Basis look ahead schedule - Communication

Interface Management
Main thrust area of project

Parallel activities in project Meet before infinity - meeting points (Interfaces)

Type of Interfaces System Interface Work Breakdown structure Organizational Interfaces

Customers, govt. agencies Agency codes allows identification of interface.

Personal Interfaces Lowest Level Can not be clearly identified

Project Control
Designer Provision of control (planning and

direction) Driver - Controlling action Controlling a Project During Production period Establishment of Controls WBS, organization, contract , schedule, systems & procedures Ongoing controlling activities using above controls. Primary objective Completion of project Secondary objectives Time, cost & performance goals.

 Steps in schedule and cost/ routine control

Setting targets Measuring actual performance Comparison between actual & standard Corrective actions

Scope / Progress Control

Task Lists
Estimation of total work quantum & efforts required

for completion of tasks . Functional control Elimination of tasks not contributing to value . Scope control Prevention of inclusion of unauthorized work Identification of progress stages milestones

Total Project

Agency A

Agency B

Agency C

Design

Procurement

Construction

Drg. No D1 D2 D3 D4

Description ---------

Weightage W1 W2 W3 W4

Milestones M1 (P1%) M1 (P2%)

M1 (P3%)

WBS Overall framework for progress aggregation Assignment of weight to each WBS in proportion of cost contribution Supported by task lists Tasks & milestones weightages in proportion to efforts.

w1p1 + w2p2 + w3p3 + w4p4 Design Progress = -------------------------------------w1+ w2 + w3 = D%

Procurement = P%,

Construction C%

Wd x D + Wp x P + We x C Progress of Agency B = -----------------------------------Wd + Wp+Wc

WA x A + WB x B+ Wc x C Total project progress = -------------------------------WA + WB + WC

 Expediting and Follow up

Minutes of Meeting Recording of actions &

commitments. Transfer of commitments to project diary

Overall Progress Control

Knowledge of requirement of subsequent phases

Progress review at lower levels

Gap between progress achieved and committed

Progress review at higher levels

- Actual progress in any phase falls short of

minimum required to support current feasible progress.

Line of Balance
To Identify the weakest Link

Life cycle curves

State the progress at any particular time instant

Progress Control
1] 2] 3] 4] Progress target setting Identification of problems Review for solutions Implementation of solutions

Performance Control
Requires continuous monitoring during production

phase Right specification selection of right vendors / contractors and right contractual stipulations regarding warranties and guarantees essential requirement. Identification of performance parameters for eg. Output, raw materials and power consumption per unit of production. Design and specification to meet performance requirements

Performance Control
Use of line of balance concept
Eg. Cement plant. 200 tons clinker per day Crushing and grinding unit 1.6 times clinker

production Cement grinding unit 1.05 times Capacity of coal mill material handling dust collection equipment

--------_____

Upper Control Limit Line of balance Allowed range of variation

Configuration Management and Change Control

Performance of project Integrated performance

of individual equipment / configuration as whole Minor change - configuration irrelevant or reduction in performance Equipment specification change- By Engineering or any request for change in same during ordering or manufacture should be reviewed from all angles. Establishment of change control procedure Notified, flexibility, written

 Quality Assurance Plans

Inspection agency checking for technical

specifications, qualification procedure.

Schedule Control
Ensurance of adherence to agreed time schedule

for project Not an independent activity Monitoring & control pf project and time essential besides progress control to ensure adherence to project schedule (Level I corporate Management Level II Project Mgt./ Functional Deptts/ contractors Activities exclusively for schedule control schedule control activities

Predictive Schedule Control

Starting point Forecast of project completion

activity Schedule recovery recommendations If project delivery dates can not be met. Increased resources, new methods, additional, hours expediting etc.

Preventive Schedule Control

Keeping close watch on vulnerable areas

Delays in preproject activities Zero date

affected Key areas Building project team, finalization of agency , import licence, payment to vendors & contractors, commissioning .

Schedule Status Reviews

1. Progress Control basis Input, output

schedules Daily at operating level 2. Preventive Schedule Control Project Manager level, Daily Basis level II Schedules Use of past experience on projects of similar nature
3. Predictive Schedule Control PM level and corporate Management level