Acceptance risk response strategy, 187–188
Actual cost, 148, 157, 158
Actual cost of work performed (ACWP), 157, 158
Adequate planning, 47, 57, 93
Analyzing, for project control, 102, 113–116
Arrow diagram method (ADM), 123
Association for Project Management (APM), 2, 22, 29, 146, 171, 173
Association for Project Management Book of Knowledge (APM BoK), 166, 169
Authorization gate, 49–50
Avoidance risk response strategy, 186
Bar charts, 126–129
Benefits management, 200–202
Book of Knowledge (BoK), 22
Budget at completion (BAC), 159
Budgeted cost of work performed (BCWP), 157, 158
Budgeted cost of work scheduled (BCWS), 157, 158
Business case process, 198–200
Change impact analysis, 171
Client representatives, 51–52
Communication problems, 51
Contracts
adversarial forms of, 50–51
noncollaborative forms of, 50–51
schedule, 37
Cost breakdown structure (CBS), 106, 107, 114, 116
Cost control, 24, 162–163
cost value reconciliation (CVR), 150–154
inhibitors, 78–82
overview, 145–146
profit and loss system, 146–147
program evaluation review technique (PERT), 148–150
S-Curve, 154–161
standard costing, 148
suitability, appraisal of, 161–164
unit costing, 147–148
Cost performance index (CPI), 43, 158, 159, 161
Cost value reconciliation (CVR), 9, 116, 150–151
advantages, 152–153
cost reconciliation, 151–152
good practices, 153 limitations, 154
value reconciliation, 152
Cost variance (CV), 158
CPI. See Cost performance index (CPI)
Critical path method (CPM), 9, 105, 108, 110, 133–136, 142
CVR. See Cost value reconciliation (CVR)
Cybernetic control, 25
Cyclic project control
planning, 101, 104–108
monitoring, 101–102, 108–111
reporting, 102, 109, 112–113
analyzing, 102, 113–116
Delphi process, 102–104
Decision tree, 182–183
Delphi process, 102–104
Disciplinary/organizational function approach, 177
Earned value, 157
Earned value analysis (EVA), 42, 43, 46, 65, 71, 105, 116, 156–161
advantages, 159–160
disadvantages, 160–161
Earned value management (EVM), 9, 156–161
Environment, social, and governance (ESG), 194
Estimate at completion (EAC), 159
Fallback risk response strategy, 187
Feedback control, 25–26
Feed-forward control system, 26–27
Financial wastage, 2
Gantt charts. See Bar charts
Go/no-go controls, 25
Graphical evaluation and review technique (GERT), 124, 139–141, 143, 144
Inhibitors, 76–77
Investment appraisal, 200
Key performance indicators (KPIs), 97, 98, 100, 192–197
Line of balance (LOB) method, 129–132, 142
Loss system, 146–147
Master schedule, 37, 122
Milestone date programming, 124–126, 142
Monitoring, 32, 101–102, 108–111
Monte Carlo simulation, 184
Network-based schedules, 124
Nonfactual reporting, 55–56
Non-network-based schedules, 124
Organizational cultural change, 70–71
Organizational inhibitors, 77–78
PDM. See Precedence diagram method (PDM)
Performance evaluation and review technique (PERT), 9, 136, 140, 141, 143, 149–150
advantages, 138
disadvantages, 138–139
time estimation, 136–138
Performance indicators (PIs), 192–193
Performance standards, 27–28
PEST/PESTLE, 176–177
Planned value (PV), 157, 158, 161
Planning, 28–31, 101, 104–108
Postcontrol, 25
Precedence diagram method (PDM), 124, 132–133, 139, 141, 143, 144
Predetermined approach, by organization, 177
Product breakdown structure (PBS), 169
Profit system, 146–147
Program evaluation and review technique (PERT)
cost control techniques, 148–150
time control techniques, 136–139, 143
Progressive elaboration, 178
Project-based inhibitors, 78
Project contractors, 90, 96
Project control, 57
action, 39–40
analysis, 39
challenges, 43–44
from client, 44, 49–52
from organization, 44–46
from project delivery approach, 44, 47–49
from project team, 52–56
concept, 22–23
cost
estimation, 40–41
monitoring, 41
reporting, 42
performance analysis, 42–43
action, 43
cycle, 27–34
duration assessment
tasks and activities, 36–37
visual representation, 37–38
collaborative approach, 205
cost and time, 206
key ingredients, 203–204
people-centric and training, 204
factors, 23–27
inhibitors, 68
overview, 1–3, 21–22
in practice, 35
process, 3–4
monitoring and reporting, 38–39
types, 25–27
Project control implementation document (PCID), 62, 63, 73
Project control inhibitors management (PCIM), 8, 15, 35
action, 66–67
analysis, 64–65
for effective project control, 10–11
execution phase, 62
exogenous inhibitors, 76–77
endogenous organizational inhibitors, 77–78
endogenous project-based inhibitors, 78
feedback, 65–66
framework, 11
good practice measures
corrective good practice measures, 83
design and scope changes, 84–85
organizational good practice measures, 83–84
preventive good practice measures, 82–83
for risks and uncertainties, 85–98
implemention, barriers to, 70–72
methodology, 60–68
monitoring, 63
planning, 61–62
project control inhibitors, 68
project control methodology
case study, 72–74
checklist, 68–69
research process, 12
scalability, 69–70
reporting, 63–64
revise plan, 67
Project cost accounting system (PCAS), 149
Project execution plan (PEP), 31, 93
Project investment success (PIS), 6
Project management success (PMS), 6
Project master schedule, 37
Project ownership success (POS), 6
Project scope management, 22, 24, 166
components, 166–171
overview, 165
work breakdown structure (WBS), 171–173
Project success measurement approach, 7
Quantitative cost risk analysis (QCRA), 89, 185
Quantitative risk analysis techniques, 89, 181
costing risk, 183
decision tree, 182–183
Monte Carlo simulation, 184
quantitative cost risk analysis (QCRA), 185
quantitative schedule risk analysis (QSRA), 184–185
sensitivity analysis, 181–182
three-point estimating/probabilistic method, 184
Quantity surveyor, 40, 42, 63, 150
Reduction risk response strategy, 186
Relative importance index (RII), 78–80
Reporting, 32, 102
Revise plan, 67
Risk drivers, 179
Risk management
overview, 175–176
systematic approach
risk analysis, 180–185
risk classification, 176–178
risk identification, 178–180
risk response, 185–189
Risk matrix, 180
Risk register, 88, 179–180
Schedule at completion (SAC), 159
Schedule performance index (SPI), 43, 158
Schedules, 37–38, 90, 122. See also Time control
Schedule variance (SV), 158
Scope creep, 165
S-curve, 154–161
Senior management, 45–46
Sensitivity analysis, 181–182, 200
Sharing risk response strategy, 188–189
SPORT, 177
Stage schedule, 37
Standard costing, 148
Subcontractors, 93, 95–99
Supplier performance management
evaluation approach, 193–194
information collection, 194
key performance indicators (KPIs), 192–193
overview, 191–192
performance data analysis, 194–195
performance indicators (PIs), 192
reporting, 195–196
review and feedback, 196–197
Supply chain management, 96
Target schedule, 37
Tender schedule, 37
Three-point estimating/probabilistic method, 184
Time control, 24, 162–163
critical path method (CPM), 133–136, 142
graphical analysis, 126–129, 142
graphical evaluation and review technique (GERT), 139–140, 141, 143
inhibitors, 78–82
line of balance (LOB) method, 129–132, 142
milestone date programming, 124–126, 142
overview, 121–124
precedence diagramming method (PDM), 132–133, 143
program evaluation and review technique (PERT), 136–139, 143
Transfer risk response strategy, 187
Unit costing, 147–148
Variance at completion (VAC), 158, 159
WBS. See Work breakdown structure (WBS)
“What-if” analysis, 182
Work breakdown structure (WBS), 16, 106, 107, 116, 122, 169, 171–173