saurabh mahajanPMP, ITIL, PRINCE2| vodafonePune, Maharashtra, India
How can I start with establishing process for project control ?
I would like to know steps or best practices that you follow in your project.
project control through risk management, communication management, cost-schedule management,etc,etc Saving Changes...
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Bala S DuvvuriProject Manager| ShellBangalore, Karnataka, India
You should take control in the first project meeting(kick-off meeting) itself and clearly explain the processes and set the expectations to all the stakeholders.
Send the MOM after the meeting in order to have a record.It is followed by creating documentation on various processes and circulate and get all the stakeholders on the same page.Any concerns regarding this should be cleared in the subsequent meetings and feedback should be taken. Saving Changes...
PANKAJ KUMAR JOSHIGeneral Manager| Transrail Lighting LimitedNainital, Uttrakhand, India
KOM is good way to start controlling the system. It makes everyone aware of project. Start setting the expectation and collect the inputs. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Project control is part of the project governance process. Usually the project governance process is part of the project charter. The control process for each knowledge are you are including in your project have to be part of the knowledge area plan (for example the project risk management plan). Saving Changes...
From a PMI PMBOK perspective, Project Control is part of the "Monitoring and Controlling" process group. It also appears as "Monitor and Control Work" in Project Integration Management knowledge area. Control also appears in the other knowledge areas; for instance Control Costs, Control Procurements, Control Quality, and Control Stakeholder Engagement.
From a "timing" perspective, Bala and Pankaj have correctly noted that the Kick-Off is where the Project Manager's Control begins for an individual project.
If, however, your question is more general and not specific to a project, then Sergio's comments, as well as mine in the first paragraph are more in line with your question. If you have a PMO, that would be a good place to start. If not, you will need to begin to assemble best practices from the history of projects already completed.
From my experience, it is easier to relax control when you find that processes are working well, than to try to expand control when problems are occurring. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Project Control is part of each Knowledge Area which are all integrated under Integration Management so you need to plan the M&C for each KA separately as control for quality will be different than control of risk but at the end, they are all related. Saving Changes...
MAEN QADDOURAHProject Director| AJ SAUDIJeddah, Saudi Arabia
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Feb 18, 2016 10:14 PM
Replying to MAEN QADDOURAH
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WHAT is KOM stands for PANKAJ
Probably Kick Off Meeting. Saving Changes...
Gina AbudiPresident| Abudi Consulting LLCAmherst, Nh, United States
Get others together in the organization and learn their processes and best practices for managing projects. Use this information to engage others in developing common processes and best practices that everyone can use for efficiency in completing projects. Research past projects and determine what worked or didn't work on those projects to build processes that will work moving forward. Saving Changes...
Mary Elizabeth DiabDirector| Leadership FormationTallassee, Al, United States
One of the earliest steps is to determine whether your organization has templates that they prefer to follow and what information they need for their overall reporting. That will allow you to use any common forms like issues logs, risk definition and tracking templates, and so on. If they don't have any, many are available online to review and utilize. Find ones that track the information that is valuable within your organization and its processes. Introduce it early (at the kick-off meeting, as appropriate) and use it diligently. Issue tracking and resolution is particularly important as unresolved issues can lead to work stoppage. Issues need to be escalated for resolution if the ability is not within the project team. Your project sponsor should be involved in ensuring that issues don't become stumbling blocks. Saving Changes...
Henry HattenrathProject Consultant| Tectonic Engineering MSA LLCNew York, Ny, United States
The Kick-Off Meeting starts project execution of work, so establishing processes for project controls at this time appears out of alignment with the project life cycle. Project controls should be development, tested and refined during the initiation and planning phases, and be reflected in project documents such as Project Charter and Project Management Plan.
The project documents will describe the project control requirements, processes/procedures, deliverables and metrics for monitoring and controlling the project work. Project controls are more typically defined and applied by the Project Management Office, which assures structure and consistency. While not usual, project controls for individual projects can be established and rolled-out across all contracts that are part of the project. Saving Changes...
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