Project Control

Project Control Process Evaluation
The project management markets, across industries and frontiers, demand that project managers complete a project’s deliverables in a brief period, on a budget, with high quality, and at competitive prices. The legacy approach, which focuses on project scope, cost, and time and an evaluation of projects in a serial fashion rather than concurrently, cannot achieve this business goal. To meet market demands fully, as the figure shows, goes beyond project three constraints. It requires the application of the right tools and techniques in managing, evaluating, monitoring, and control projects. Salient among the most effective methods that empower project managers to create a balance between project constraints and sustain business competitiveness include Project Portfolio Management system, Earned Value Analysis, Project Portfolio Scheduling System (PPSS), and Project Portfolio Scheduling (PPS). The list also consists of High-level Petri nets, Activity-Based Costing (ABC), Time-Driven Activity-Based Costing (TDABC) and Technique for Order.
This article tries to define project management and control processes and procedures. It compares tools, techniques, and methods for managing multiple projects, justify applications for managing various projects, and explain how project controls will be combined to give a picture of the overall progress and performance. To read the full text of this article, click here.