Pm Ch. 13 Notes
Chapter 13 Test Notes
CONTROL CYCLES-A GENERAL MODEL
A general model of organizational control includes four components that can operate in a continuous cycle and can be represented as a wheel. These elements are: 1. Setting a goal. Project goal setting goes beyond overall scope development to include setting the project baseline plan. The project baseline is predicated on an accurate. Work Breakdown Structure (WBS) process. Remember that WBS establishes all the deliverables and work packages associated with the project, assigns the personnel responsible for them, and creates a visual chart of the project from highest level down through the basic task and subtask levels. The project baseline is created as each task is laid out on a network diagram and resources and time durations are assigned to it. 2. Measuring progress. Effective control systems require accurate project measurement mechanisms. Project managers must have a system in place that will allow them to measure the ongoing status of various project activities in real time. We need a measurement system that can provide information as quickly as possible. What to measure also needs to be clearly defined. Any number of devices allow us to measure one aspect of the project or another; however, the larger question is whether or not we are getting the type of information we can really use. 3. Comparing actual with planned performance. When we have some sense of the original baseline (plan) and a method for accurately measuring progress, the next step is to compare the two pieces of information. A gap analysis can be used as a basis for testing the project’s status. Gap analysis refers to any measurement process that first determines the goals and then the degree to which the actual performance lives up to those goals. The smaller the gaps between planned and actual performance, the better the outcome. In cases where we see obvious differences between what was planned an what was
CONTROL CYCLES-A GENERAL MODEL
A general model of organizational control includes four components that can operate in a continuous cycle and can be represented as a wheel. These elements are: 1. Setting a goal. Project goal setting goes beyond overall scope development to include setting the project baseline plan. The project baseline is predicated on an accurate. Work Breakdown Structure (WBS) process. Remember that WBS establishes all the deliverables and work packages associated with the project, assigns the personnel responsible for them, and creates a visual chart of the project from highest level down through the basic task and subtask levels. The project baseline is created as each task is laid out on a network diagram and resources and time durations are assigned to it. 2. Measuring progress. Effective control systems require accurate project measurement mechanisms. Project managers must have a system in place that will allow them to measure the ongoing status of various project activities in real time. We need a measurement system that can provide information as quickly as possible. What to measure also needs to be clearly defined. Any number of devices allow us to measure one aspect of the project or another; however, the larger question is whether or not we are getting the type of information we can really use. 3. Comparing actual with planned performance. When we have some sense of the original baseline (plan) and a method for accurately measuring progress, the next step is to compare the two pieces of information. A gap analysis can be used as a basis for testing the project’s status. Gap analysis refers to any measurement process that first determines the goals and then the degree to which the actual performance lives up to those goals. The smaller the gaps between planned and actual performance, the better the outcome. In cases where we see obvious differences between what was planned an what was