Project Management Unit VI Essay

Unit VI Essay

Read the “Better Control of Development Projects at Johnson Controls” starting on page 445 in your textbook.

Address the following questions in your essay.

1. What control processes did Johnson Controls utilize in their projects?

2. Explain the impact of scope creep on Johnson Controls’ projects. What control features should they implement to minimize the impact of scope creep in the future?

3. Develop a set of 3–5 management review processes that Johnson Controls should implement as a part of their project management review of best practices.

Your response should be a minimum of two pages in length and follow APA style. Use APA-style format with headings (not question-and-answer format). References should include at least two additional credible sources beyond the textbook. All sources used must be referenced; paraphrased and quoted material must have accompanying citations in APA style

MBA 6931, Project Management Strategy and Tactics 1

Course Learning Outcomes for Unit VI Upon completion of this unit, students should be able to:

8. Summarize the processes entailed in resource allocation and monitoring. 8.1 Analyze issues associated with resource allocation and monitoring of project process.

9. Explain the project control, auditing, and termination aspects of project management.

9.1 Describe the challenges associated with project control and termination of a specific project. 9.2 Describe the issues involved in a project focusing on auditing and cost control.

 

Course/Unit Learning Outcomes

Learning Activity

8.1 Unit VI Lesson Chapter 10, pp. 389-411 Unit VI Essay

9.1 Unit VI Lesson Chapter 11, pp. 421-447 Unit VI Essay

9.2 Unit VI Lesson Chapter 11, pp. 421-447 Unit VI Essay

 

Reading Assignment Chapter 10: Monitoring and Information Systems, pp. 389-411 Chapter 11: Project Control, pp. 421-447

Unit Lesson In order to completely understand whether your project management system is effective, monitoring and control must be completed. Monitoring involves reviewing and analyzing the project’s activities and tasks and evaluating whether or not they follow the prescribed time schedule and align with the budget established. Additionally, is the project actually accomplishing exactly what it is intended to accomplish? Another way of looking at this is the regular, systematic collection and analysis of the project’s progress toward the identified goals and objectives. Meredith, Mantel, and Shafer (2018) concur with this definition of monitoring as the “collecting, recording, and reporting information concerning any and all aspects of project performance” (p. 389). Compiling reports provides key stakeholders with a summation of potential problems that could potentially be solved over the course of the project versus becoming a larger problem at the end of the project. Establishing a system of monitoring is the first step in the control process. Inevitably, the project manager is interested in monitoring scope, cost, and time. Boundaries need to be determined and communicated clearly, indicating at what level control is maintained. Milestones and/or points of review need to be clarified with an eye on the overall objectives of the project. Throughout the evaluation and control process, everyone involved in the project should be involved at some level in the reporting process. The compilation of a report provides a written confirmation of the status of the

UNIT VI STUDY GUIDE

Monitoring and Controlling Projects

 

 

 

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project to expected level of progress. Think about what might be a common reporting challenge. The following outlines several reporting problems identified by the Meredith et al. (2018).

 Too much information involves including too many details in volume or providing details that the

reader will not understand.

 Poor communication link includes the interface between the project information system and the standard company communication path.

 Poor link between planning and monitoring systems relates to the monitoring system not tracking the correct information.

Thinking through this, what do you think is the key to success? What is the most effective method to compile project reports? The report is incredibly important to the project. It has been said that an effective project report is actually the foundation for a successful project. The recommendations for project managers in compiling an effective project report are listed below.

 Structure: Maintain a clear and understandable structure.

 Substance: Include details of time, cost, and progress.

 Table of contents: Include in all large reports to provide ease of readability.

 Content-heavy title: Include details of what is included in the project.

 Language and style: Utilize correct grammar, spelling, and use of the English language.

 Lists, tables, and graphs: Include to provide better understanding of the report.

 Appendices: Include to house lengthy and support materials.

 References: Include to give credit and access to supporting materials.

 Professional appearance: Structure the report to be professional and clear. When compiling reports, the natural tendency is to compare costs incurred to budgeted costs. While at the forefront this seems effective, it neglects to take into consideration the amount of work completed relative to the cost incurred. The earned value calculation takes this into consideration as the calculation is derived by multiplying the estimated percent of work completed by the planned cost for those tasks. This calculation then represents the amount that should have been spent on the project to-date. Obviously, this is a much better point of comparison for the project manager and project team. Meredith et al. (2018) suggest four different conventions to estimate percent completion within the scope of the earned value calculation method. The conventions are listed below.

 50–50 rule: 50% completion is assumed when the task is begun.

 0–100 rule: 0% completion is assumed until the task is completely finished.

 Critical input rule: Percentage of completion is based upon the amount of critical input used.

 Proportionality rule: Percentage of completion is calculated based upon percentage of task actually completed.

It is important to understand that the critical input and proportionality require additional time to calculate but are seemingly more accurate. Smaller projects might not necessarily need to be calculated so precisely with estimates using the 50–50 or 0–100 rules. With the advancements in technology and software program offerings, project management information monitoring and evaluation reporting systems are significantly more efficient. There are hundreds of project management software programs available, and while each are fully equipped in the collaboration area, they focus differently on idea management, portfolio management, requirements management, resource management, task management, and monitoring/evaluation features. Asana, dapuls, and LiquidPlanner are three that tend toward the highest ratings in the monitoring and control area. Meredith et al. (2018) suggest several criteria when selecting the software to purchase for your project management needs. Think about the questions below that project managers need to ask themselves when selecting the project management software to purchase for their firm.

 Friendliness: How user-friendly is the software?

 Schedules: What types of schedules do the projects need?

 Calendars: What type of calendar will be needed for the firm’s projects?

 

 

 

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 Budgets: Is there a budget function in the software?

 Reports: Is there an option for individualized reports?

 Graphics: Can graphics be included in the reports?

 Charts: Can charts be included in the reports?

 Migration: Does this software have the ability to migrate data to and from other software?

 Consolidation: Does this software offer the ability to aggregate multiple projects into a single database?

 Access: Does this software include the ability to download from corporate databases? Once a project has been monitored through efficient gathering of information, the next step is control. The two primary purposes of control is the regulation of results, which enables the project manager and team to modify the direction of the task. The second reason is to maintain and control the resources and assets provided by the organization. This could be physical assets, human resources, or simply the financial resources allocated to the project. Obviously, the measurement and progress of the project will ultimately lead to the re-direction of these resources. Through the process of control, Meredith et al. (2018) identify three types of project control, which are listed below:

 cybernetic control, which is constant automatic control over a project;

 go/no-go control, which is where testing is done and decides if a project will proceed; and

 post control, which are controls placed upon the completion of the project. While the cybernetic seems like the most obvious, it is the most costly to employ; thus, the advantages need to be weighed to the overall cost. The go/no-go works with only certain types of projects, and the post control is most effective in organizations that have ongoing or similar projects that might benefit from this post evaluation. Another control tool used is that of benchmarking, which, at the most basic level, compares progress to the best possible outcome. Benchmarking could be to industry standards or to customer-perceived standards. The question with benchmarking is in regard to the best practice. Who actually determines what is best within the parameters of each project? In spite of this, benchmarking is widely used in not only the project management field but many others as well. The ability to set a standard that is accepted within the industry establishes a bar or performance goal. Project managers are then able to evaluate and control based upon this performance goal or benchmark. Besides project management teams, other functions within an organization tend to use benchmarking systems as well. Applying benchmarking more broadly, it can measure the quality of the organization’s policies, products/services, programs, strategies, distribution systems, pricing policies, promotional programs, or any number of other items to industry standards. In a broader sense, it determines whether your organization has a competitive advantage with similar organizations within your industry. At the end of the day, applying a benchmarking strategy company-wide enables a company to understand where they stand in relation to their competitors and how they might change in order to increase their advantage.

Reference Meredith, J. R., Mantel, S. J., Jr., & Shafer, S. M. (2018). Project management: A strategic managerial

approach (10th ed.). Hoboken, NJ: Wiley.

 

 

 

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Suggested Reading In order to access the following resources, click the links below. The article below assesses the control of risk through unique points of view. It also guides the reader through the identification, analysis, response planning, and control of risk while maintaining fiscal responsibility. Allen, M., Carpenter, C., Hutchins, M., & Jones, G. (2015). Impact of risk management on project cost: An

industry comparison. Journal of Information Technology and Economic Development, 6(2), 1–19. Retrieved from http://web.b.ebscohost.com.libraryresources.columbiasouthern.edu/ehost/detail/detail?vid=30&sid=1a 59cb73-ea25-451b-9c8b- 66b9e245a377%40sessionmgr2&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#AN=11246 6626&db=bth

This press release discusses a new software project allowing for project management teams to more efficiently schedule meetings and book resources. Marketcircle. (2017, June 6). Mac CRM & project management app, Daylite, improves scheduling for teams

[Press release]. Retrieved from https://www.marketcircle.com/press-release/2017/06/06/mac-crm- project-management-app-daylite-improves-scheduling-teams/

The goal of monitoring and controlling projects is ultimately project efficiency, effectiveness, and efficacy. This article relates these concepts to the success or failure of projects from the standpoint of achievement of outcomes and goals. Zidane, Y. J.-T., & Olsson, N. O. E. (2017). Defining project efficiency, effectiveness and efficacy.

International Journal of Managing Projects in Business, 10(3), 621–641. Retrieved from https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.proquest.com.li braryresources.columbiasouthern.edu/docview/1907223450?accountid=33337

 

 

 
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