principles need to be followed throughout the project life cycle, with each
phase involving the
planning of the work for the next and execution phases, as well as execution of
the EVM deliverables for the current phase.
items and activities above will initially (at the beginning of each phase) be
based on the latest phase-gate approvals for budgets and time-frames, and on the
best information available. It
is also imperative that the team (main role players) understand that comprehensive project control data may only become available once
contracts are placed or work is allocated to the performing parties. The work
should be kept in summary or planning packages, rather than holding back the
EVM process until the most accurate information is available, as this will be
detrimental to the Project Control’s EVM.
Project Controls to be successful it is imperative that the following Project
Control deliverables are part of the process from day one, and shall be
considered as non-negotiable:
the start of a project, a provisional Integrated Work Breakdown Structure
(IWBS) is required to ensure alignment of the scope, schedule, and cost, and to
establish the engineering, procurement, and construction risks.
provisional Master Schedule, that includes summarized durations for all the
Performance Measurement Baseline (time-phased S-curve of the budget for the
work to be performed) is required for project controls to be effective.
provisional information (to produce the above project control “tools”) shall be
based on the cost (estimate) and schedule information that was approved at the
project’s phase-gate review.
Project Control Purposes and to measure performance, three elements are
agreed scope (in as much detail as possible).
time frame with milestones (with monetary values).