Project Control not Control
Project controls are not to be confused with authority nor can they be limited to earned value managements or financial management. The project controls should be viewed as the overall project direction and process management. The controls are essential for timeliness, costs, and project scope. Scope and project strategy happenings play the most significant role in ultimately determining the success of project execution. Let’s look at communication and staying on task as the key issues of project controls. Communication serves as a valuable asset to manage project controls substantially. When information changes it has to be communicated to the appropriate parties to avert any issues that could lead to delay. The communication must also be clear, understandable and relative to the receiver in order for action to occur. From the action or task that occurs as a result of the communicated message to the purpose of the task equals a project control but the communication must render the action. Without the action the communication is not effective.
Keeping on task is the main goal of project controls – staying on course for a timely and on budget completion. Variances in the project should be expected and planned for in advance to ensure scheduled finish time. Avoidance would not necessarily be the appropriate directive for compliance. However, the project manager should formulate variance factors ahead of time the risks and future needs of the project.
Project controls is about future actions – planning costs, schedules, and utilizing effective communication. Successful project managers will assess the project needs and forecast the necessary critical areas and tasks. Cost and schedule estimation generally prove as challenge areas for larger projects. Problems in project execution can be mitigated with an appropriate action or recovery plan. Leaders understand that uncertainties vary project by project and apply contingency factors accordingly.
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