Tag Archives: Project Control

Can we use the project brief – idea – to control?

Can we use the project brief (or idea statement – statement of work) as the basis for starting the project control effort? Keep in mind, such a document is brief – a few sentences at most.

What do you think? Continue reading

How to control a project or stage? Part 2

This is a part of a chapter from our upcoming book in Integrated City Project, a sample – large and complex project. The book is about how to use The Customizable and Adaptable Methodology for Managing Projects™ (CAM2P™) on such a project. Continue reading

How to control a project or stage? Part 1

 This is a part of a chapter from our upcoming book “Integrated City Project”, a sample – large and complex project. The book is about how to use The Customizable and Adaptable Methodology for Managing Projects™ (CAM2P™) on such a project. Continue reading

How to control projects across the project life span? Part 4

Project control is vital for management of any projects. We learn to control against the plan but is there one plan on the project life span? If there is more than one plan, which plan do we control against?

Project Control

This is the fourth of a 4-part series on project control.

  • In the first one we offered an introduction to the subject in addition to the traditional view of project control.
  • In the second one, we introduced the first two control reference points per the CAM2P™ approach.
  • The third article addressed the third and fourth control reference points. Continue reading

How to control projects across the project life span? Part 3

Project control is vital for management of any projects. We learn to control against the plan but is there one plan on the project life span? If there is more than one plan, which plan do we control against?

Four Control Reference Points

In the previous articles we introduced the subject and discussed the first and second control reference points. Today we cover the third and fourth control reference points. Continue reading

How to control projects across the project life span? Part 2

Project control is an essential concept in project management, yet, some still do not do well, especially in organizations new to project management. Others – follow traditional project control concepts which might not be enough. In this series we address some of the gaps in practice.

Project Control

CAM2P™ Alternative Perspective

We believe that many organizations use one form or another of the concept that we present in this section, but possibly implicitly, not explicitly. Continue reading

How to control projects across the project life span?

Project control is an essential concept in project management, yet, some still do not do well, especially in organizations new to project management. Others – follow traditional project control concepts which might not be enough. In this series we address some of the gaps in practice.

 

Project Control

Introduction to Project Control

Project control – simply – is about keeping our eyes on the goal to help the project team navigates through the challenges, variances, and changes on a given project. Project control is typically ongoing from the start to the end of the project. In this book [article] we exclude changes since we handle project changes as an independent topic. Continue reading

When is the best time to monitor and evaluate a project?

The inspiration

I was inspired to write this article after viewing a post on a LinkedIn group, posted the following question: “As a project manager when is the best time to monitor and evaluate a project, if for example the project will take up to 5 years“.

There were many comments posted in response, such as: Continue reading

Case Study | From adversaries to integrated (project control) team

This article is the fourth in a series of articles on case studies from the author own projects’ experience. We have recently presented these case studies as a workshop; part of a Project Management Conference (PM360) in Singapore that was organized by Knowledge Method, sponsored by RMC Project Management, and supported by SUKAD and two other partners. Continue reading

Case Study | Project control and stakeholders’ involvement

This article is the third of a series of articles specific to case studies from the author own projects’ experience. We have recently presented these case studies as a workshop; part of a Project Management Conference (PM360) in Singapore that was organized by Knowledge Method, sponsored by RMC Project Management, and supported by SUKAD and two other partners. Continue reading