DCC 5183

PROJECT MANAGEMENT CONTENTS

The concept of controlling

CHAPTER 5
PROJECT CONTROL The concept of monitoring

AND MONITORING The quality assurance in PM

PN. SHARINATOL AKMANIDA BINTI JAMALUDIN

Civil Engineering Department
Polytechnic Ungku Omar, Ipoh
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FEASIBILITY DESIGN, CLOSEOUT

DEVELOPMENT CLOSEOUT OPERATIONS
PLANNING

Finance Organization Monitoring & Control

Evaluation Estimation Changes & Claims
Planning Quality & Reviews

Actual Start of Project

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Monitoring & Control: A Feedback Process
INTRODUCTION
 The purpose of the project control process is to
guarantee that design requirements, budget and schedule
Detect are met by project team.
deviations
 Project control begins with a plan composed of design
documents, an estimate, and schedule

Monitoring Control  The plan involves checkpoints throughout the project

1. Measurement 1. Actions cycle.
2. Performance Analysis) 2. Revised Plans, Cash Flows, Schedules, etc.
 As the project advances, the actual work is compared to
the original plan. Actions maybe taken based on this
comparison.
Correct
Deviations  The expected cost and duration to complete the work
must be continually updated and reported. Why?

PROJECT CONTROL
 Project Controls are the data gathering, data management and
analytical processes used to predict, understand and
constructively influence the time and cost outcomes of a
project or programme; through the communication of
information in formats that assist effective management and
decision making.

 Project Controls can be defined as - Management action, either

pre-planned to achieve the desired result or taken as a
corrective measure prompted by the monitoring process.

 Project controls is mainly concerned with the metrics of the

project, such as quantities, time, cost, and other resources;
however, also project revenues and cash flow can be part of
the project metrics under control.

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 Project Control Objectives
1. Check progress against acceptable standards at key
dates
 standards of quality are defined by the specs.
 Standards of quantity are defined by the drawings
 standards of budget are defined by the estimate.
 Standards of time are defined by the schedule.

2. Measurements of actual performance on the project

 actual performance is monitored, documented, and compared to
the planned performance.
 A project control report is then produced. The report is based on
data from time sheets, daily reports, purchase orders, etc.

Asset Conservation Has Three Aspects

3. Based on this comparison, an evaluation of the
performance can be done and actions can be  Physical Assets
suggested to meet the goals of the project.  Maintenance, inventories, security protection
 Human Resources
4. Data in the report are then analyzed, variances  Managing acquisition, development and
are examined, and actions may be taken. performance of people
 Financial Resources
5. Regulate project results through alteration of
 Budgets, audits, financial ratio analyses
activities
 The concept of “due diligence”
6. Efficiently use and protect organizational
assets

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Project Control Cycle

7. Cost schedule engineers coordinate the data from the

field and compare the performance with the original
plan. They also prepare recommend adjustments to
the plan based on the field data.
8. data are then stored as historical records for future
use.
9. In the mean time, status reports are delivered to the
managers to decide the best course of action. The
project management may seek outside support, such
as consultants.
10. Final instructions are given to field personnel.
11. Control cycle is repeated as often as necessary.

Importance of Project Controls THE IMPORTANCE OF CONTROL IN FULFILLING THE CLIENT/OWNER

 The development of a suitable Project Control system is an  to conformance as the measure of quality during the construction
important part of the project management effort (Shtub, Bard & process, the specification of quality requirements in the design
Globerson 2005). and contract documentation becomes extremely important.
 Safety during the construction project is also influenced in large
 It is widely recognised that planning and monitoring plays a major part by decisions made during the planning and design process.
role as the cause of project failures. Some designs or construction plans are inherently difficult and
dangerous to implement, whereas other, comparable plans may
considerably reduce the possibility of accidents.
 Despite the continuous evolution in the project management field,  For example, clear separation of traffic from construction zones
it appears evident that the traditional approach still shows a lack during roadway rehabilitation can greatly reduce the possibility of
of utilisation of Project Controls and there have been a number of accidental collisions. Beyond these design decisions, safety
articles published to support the importance of control in the largely depends upon education, vigilance and cooperation during
achievement of project objectives.
the construction process.
 Workers should be constantly alert to the possibilities of
 It has been proved time and again that Project performance can accidents and avoid taken unnecessary risks.
be improved if dedicated Project Controls systems are in place.
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 An effective Project Controls process can be applied in:

Resources for 1) Planning, Scheduling & Project Reporting

Given PC (the 4-M’s)
Elements and
Mechanism of PC
Project is  Scope management;
Off-track  Project deliverables:
 Work breakdown / Cost breakdown structures;
 Schedule management;
Adjust the resources
 Schedule forecasting;
Adjust the project  Corrective action;
More labor? Better labor? characteristics: size,  Progress measurement / reporting;
Better supervision?
resources scope, etc output  Productivity Analysis & Calculation;
More materials? Better materials?
More equipment? Better equipment?
More money? Project
Reduce project size? Reduce project scope? brought back 2) Earned Value Analysis & Management
project
Terminate project? on-track

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Contd.

3) Cost Engineering & Estimating

 Estimating; RM
$max
 Cost management;
 Cost control;
 Cost forecasting
TIME VARIANCE
BCWS
4) Change Management & Controls ACWPt

 Change order control; BCWSt

RESOURCE FLOW VARIANCE
COST VARIANCE
 Trend Analysis; BCWPt SCHEDULE VARIANCE

ACWP

5) Risk and Delay Claims BCWP

 Risk Assessment & management;
 Delay Claims Quantification t-p t tmax Time
 Forensic Schedule Analysis
now
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 Tradeoffs
Acceleration  RM Impediments to Project Acceleration
(Overtime, shift work, Need for rework imposes
Rework, higher-end
equipment, better crews etc.)
Slow progress  RM
RM high expenses
High quality needs can lead
to costly miscalculations
 Human resources
 Multiple-shift work
on labor time Environmental/safety issues, High cost, Neighborhood objections
Delayed occupation,
Higher interest on  Overtime/extended workdays
Less RM  Low progress
const. loan Trying to save $ Fatigue, Lower morale, Rework
Resource reduction
Loss of tenants Can lead to substitution,  Increasing # of workers
Selection of poor quality workers
Opportunity cost lower quality Training (takes time of most experienced!), Space constraints, Hiring time
Default of contractor/subs
workmanship
 Technology
Time Quality  Using more, larger or more efficient equipment
Quality level impacts speed of work, Training/learning curve, Procurement time, Space constraints
Level of rework
 Using faster-installing materials
Procurement, Submittals for owner approval
Quality problems result from
overtime, shift work, new hires  Alternate construction methods
Skill set, Learning curve, Unknown side-effects

THE ELEMENTS OF PROJECT MONITORING

a) selection of control measures

b) observation of activities

c) collection of control data

d) comparison of control data with

planning information

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 Selection of Control Measures Observation of Activities
 Personal Protective Equipment (PPE) is the first line of controls used on
construction projects with regards to health & safety. PPE includes hardhats,
protective glasses, steel toed boots, reflective vests, gloves, etc.
 Proper storage and disposal of hazardous materials is a major concern, if they are
The procedures are based upon the
present on the job site. The contractor should have all of the MSDS sheets for
every chemical on site, and comply with the suggested storage and disposal
Ordinance, Subdivision Regulations, Site Plan
methods on the MSDS. Regulations and Construction Standards as
 Clean-up of the site is a major concern for worker and public safety. The well as all applicable Federal & State
contractor should clean-up construction debris daily from the area where they were
working before they leave for the day. regulations.
 Extra clean-up should also be performed before they leave for the weekend.
Placing barricades (rope, fence, jersey barricades, etc.) to prevent traffic from
interfering with the construction work should be maintained. This traffic includes
the public, who may come over to see what is going on, and will not be wearing Visit the site at intervals appropriate to the
PPE.
stage of construction, in order to observe the
 Each specific activity on a construction requires it's own control measures, for
example, excavation requires sloping, shoring, or sheeting to protect the workers in progress and quality of the work completed by
the trench from cave-ins. the Contractor.
 Entering into confined spaces requires it's own type of controls, such as air testing
for hazardous gasses, supplying a "clean" air flow while workers are present,
harness and retrieval equipment, etc.
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 Project Review: approved plans, permits, specifications and Contractor submittals

as necessary. CONSTRUCTION OBSERVATION CHECKLIST
 Soil Erosion & Sediment  Paving Operations
 Construction observations: The field conditions, complexity, schedule,
communications and quality of construction will determine the frequency and Control Methods (S.E.S.C)  Turf Establishment
duration of construction observations.
 Noise and Dust Control  Curbing and Sidewalk

 Project Documentation: Prepare daily reports, photography, field measurements,  Wetland Delineation  Driveways
construction notification memos, bi-monthly summary reports & meeting memos
as necessary.  Clearing & Grubbing  Traffic Control Devices
 Subgrade Construction  Street Trees and Landscaping
 Control Water System: Control access and use of the water supply system. Only
authorized representatives shall operate water valves and shutoffs.  Blasting  Monumentation
 Utility Construction  Miscellaneous Site Features
 Monitoring all independent testing with respect to material, compaction and  Subgrade Preparation  As-Built Plans
utilities to determine compliance with all applicable county and State regulations
including but not limited to the following: materials, drainage, sanitary sewer and  Bank Run Gravel Base  Final Walkthrough
water
Placement
 Crushed Gravel Placement
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 Collection of Control Data
 cross-checks within the data collection process and
 data quality being as much an observation-level
issue as it is a complete data set issue
 Example of control data:
a) Labour
b) Machinery
c) Financial
d) Utility
e) Time/schedule
f) Testing etc.

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Comparison of Control Data with Planning Information

 Cost Management
 Project costs are measured and analysed in many ways
 Project Requirements throughout a project, from planning, programming and
 Project inception and preliminary planning require thoughtful design to bidding, construction, turnover, and post
definition of goals and needs (Project Scope); master occupancy. First costs, cost-benefit ratios, and life-cycle
planning to accommodate anticipated future needs; costing are a few examples of how a project's cost-
evaluation of project alternatives; identification of site effectiveness can be evaluated.
requirements; funding requirements; budget authorization
cycles and/or financial impacts; and project phasing.
 Schedule Management
 A project schedule defines the processes and establishes a
 Scope Management timeline for delivering the project. Avoiding missing
 Project scope is the work that must be performed to meet a deadlines for delivery of key project components is a key
client's program goals for space, function, features, impact, objective of schedule management. Comprehensive
and level of quality. Scope management sets the project schedules will identify all of the project's stages,
boundaries for the project and is the foundation on which phases, and activities assigned to each team member
the other project elements are built. mapping them to a timeline that measures key dates that
are used to keep track of work progress.

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  Delivery Methods

 There are many approaches to achieve successful  Project Management Plans

project design and construction. The Delivery
Methods are driven by the project's scope, budget,
 A Project Management Plan (PMP) documents key
and schedule. Some of these methods include
management and oversight tasks and is updated
Traditional (Design/Bid/Build), Integrated Delivery
throughout the project as changes occur. The plan includes
Process (where all stakeholders have a financial
definition of an owner's program goals, technical
incentive to work together to produce the desired
requirements, schedules, resources, budgets, and
results), CM (also called CMc, or Construction
management programs. It also provides a vehicle for
Manager), Design-Build, Bridging, Lease/Build and
including efficiencies in the design and construction phases
Lease Buy Back. The selection of a delivery
of all buildings. It will also serve as the basis for completed
method will in turn influence the team composition,
construction documents and outline the commissioning
schedule, budget, and management plans to be
plan for finished execution.
followed throughout the process.

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 Design Stage Management  Delivering and Measuring Building Quality

 Good design is derived from a complex and creative process

 Once a design team has been agreed upon and assembled, the encompassing a wide range of activities, elements and
owner needs to coordinate and manage the project's design attributes. A standard for measuring building quality has been
phases. Design management requires the oversight of schedules created by the Ministry of Housing and Local Government
and budgets; review of key submissions and deliverables for (KPKT) it measures the key attributes that constitute good
compliance with program goals and design objectives; verification design and produces high performance buildings. The KPKT
of stakeholder input for inclusion; verification of construction has developed the standard of assessing the quality of
phase functional testing requirements; and appropriate application buildings in three main areas: Functionality, Build Quality and
of the owner's design standards and criteria. This stage should Impact. Functionality is concerned with the arrangement,
also define the criteria for assessing quality measurement to quality and inter-relationships of space and the way in which
ensure the project's success. Determining appropriate goals and the building is used. Build Quality relates to the engineering
objectives at the beginning of the process, during a visioning performance of a building which includes structural stability
session, and measuring their implementation over the life cycle of
and the integration and robustness of systems, finishes and
fittings. Impact refers to the building's ability to create a sense
building and construction has been proven to increase overall of place and have a positive effect on the local community and
building quality and reduce project costs and timing to delivery. environment.

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  Building Commissioning
 is quality assurance process for achieving, verifying, and
Quality Control documenting that the performance of facility systems and
assemblies meet the defined objectives and criteria for the
project. It is a systematic process of ensuring that building
 Quality control starts with matching expectations systems perform interactively and effectively according to
the design intent and the owner's operational needs. This is
about quality levels with budget and scope during achieved by documenting the owner's requirements and
planning and design reviews and continues assuring those requirements are met throughout the entire
through construction delivery with a program of delivery process. Commissioning coordinates and integrates
inspections, tests, and certifications. It requires a planning development and design decisions and verifies that
coordinated performance among the entire the delivered facility and its capabilities are efficient and
work correctly.
project team in order for a completed building
program to fully satisfy a client's and the building
users' expectations.

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QUALITY ASSURANCE
 Quality Assurance (QA) focuses on the processes utilized in the project
efficiently to generate quality project deliverables. It includes the following
meeting standards, progressive enhancing project work and eliminating
project defects.
 This concept emphasizes the continued control of the start of production
until the beginning of the process that produced the final product.
 Quality Assurance assures the quality of the product meaning that this
process ensures that the product generated from the process is defect
free and conforms to all stated customer requirements. It is said to be a
process-based approach whose primary objective is to prevent defects in
deliverables at the planning stage to avoid rework, which increases
process costs.
 Quality Assurance can also be viewed upon as a proactive process and it
places importance on planning, documentation, and guidelines finalization
that will be needed to assure the quality. This process begins at the very
start of the project to compare the product’s requirements and
expectations. Once all requirements and expectations are recognised, a
plan is developed to meet these requirements and expectations.
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 QUALITY ASSURANCE VS. QUALITY CONTROL

This is a frequent source of confusion.

•Quality assurance creates the systems to measure and control quality, in

order to create confidence that quality products will be produced.

•Quality control measures the quality level of individual

products/deliverables, and accepts/rejects them based on the criteria
developed by quality assurance.
If you’re measuring the outputs, it’s QC. If you’re measuring the process,
it’s QA.

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 The Difference between Quality Assurance and Quality Control:

• Quality Assurance stresses on defect prevention and Quality Control

focuses on defect identification.

• In quality Assurance, one checks if the plan was efficient enough to

avoid any forecasted defect. In Quality Control, one attempts to find
defects and correct them while creating the product.

• Quality Assurance is a proactive process whereas Quality control is a

reactive process.

• Quality Assurance is a process-based approach whereas Quality Control

is a product-based approach.

• Quality Assurance includes processes managing quality, and Quality

Control is utilized to validate the product quality.

• Quality Audit is an example of Quality Assurance. Inspection and testing

are great examples of the Quality Control process.
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READING LIST
The Benefits of Quality Assurance and Quality Control
Anderson, E., Grude, K.V. and Haug, T. (1987), Goal Directed Project Management (2nd Edition), London: Kogan Page.

Burke, R. (2003), Project Management Planning and Control Techniques, 4th Edition, Chichester, UK: John Wiley and Sons Ltd.
The following are few benefits of these processes:
Fondahl, John W., “Non-Computer Approach to the Critical Path Method for the Construction Industry”, Report #9, Stanford
University, 1961
• High quality output Fondahl, John W. “The History of Modern Project Management –Precedence Diagramming Methods: Origins and Early
Development”. Project Management Journal. Volume XVIII. No. 2. June 1987.

• Eliminate waste or in the very least minimize waste Gray, C. F. and Larson, E. W. (2006), Project Management: The Managerial Process, 3 rd Edition, NY: McGraw Hill/Irwin.

Hendrickson, Chris & Au, Tung, Project Management for Construction, Prentice Hall, 1989

• Increase the efficiency of operations by a large factor Knatterud.,G.L., Rockhold, F.W., George, S.L., Barton, F.B., Davis, C.E., Fairweather, W.R., Honohan, T., Mowery, R, O’Neill, R.
(1998). Guidelines for quality assurance in multicenter trials: a position paper. Controlled Clinical Trials, 19:477-493.

• Offer customer satisfaction, which positively affects your brand Most, .M.M., Craddick, S., Crawford, S., Redican, S., Rhodes, D., Rukenbrod, F., Laws, R. (2003). Dietary quality assurance
processes of the DASH-Sodium controlled diet study. Journal of the American Dietetic Association, 103(10): 1339-1346.
and helps individuals and organizations grow their business
Murray, M. and Langford, D. (2004), Architect’s Handbook of Construction Project Management, London: RIBA Enterprises.

Reiss, G. (1995), Project Management Demystified: Today’s Tools and Techniques, 2 nd Edition, London: Spon Press.
• Less rework and after-sale support is needed. This will aid one
Stracke, Christian M. (2006): "Process-oriented Quality Management", in: Ehlers, Ulf-Daniel/ Pawlowski, Jan Martin (Eds.):
save a lot of money Handbook on Quality and Standardisation in E-Learning. Berlin: Springer. 79-96.

Weber, Sandra C., Scheduling Construction Projects: Principles and Practices, Prentice Hall, 2005
• Promote high levels of confidence and a motivated team
Whitney, C.W., Lind, B.K., Wahl, P.W. (1998). Quality assurance and quality control in longitudinal studies. Epidemiologic
Reviews, 20(1): 71-80.
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