Projects Control

1.  Elements of YOSC Project Controls.

Depending upon how Project Controls are viewed by YOSC will influence what is considered as the component parts of the function. Here it is assumed that Project Controls are concerned with estimating initial baseline performance metrics, determining the current status of the project, estimating future potential of the project, identifying any variances (baseline to current position and baseline to potential future position), and considering appropriate action to be taken to recover any positive variance. Here variance refers to actual differences identified in project control documents and also the potential variations possible from project threats, issues and opportunities. On this basis the component elements of Project Controls are about measuring and monitoring controlling variables, these are principally time and cost aspects:

·         Planning and Scheduling

·         Risk Management (includes identification & assessment)

·         Cost estimating and management

·         Scope and Change Management

·         Earned Value Management

·         Document Control

·         Supplier Performance

·         Maintaining the project baseline

·         Reporting

·         BIM and Information Management

2.  Project Structure from A Project Controls Perspective.

At the core of YOSC projects that successfully delivered a required benefit will be an agreed project schedule that follows a few basic rules in its development that also benefitted from a robust and complete Project Management Plan. Amongst other important elements contained within the Project Management Plan would be a description of the project scope, the Work Breakdown Structure (WBS) and the Organizational Breakdown Structure (OBS). The WBS ties together the scope, schedule and costs of the project. It is output orientated and breaks down the project scope into deliverable items. It should be developed in parallel with benefit identification so that deliverable items can be mapped to required benefits. The WBS structure would normally follow the project budget structure and provide a framework for project reporting, it should be detailed to the lowest level of deliverable items. The OBS defines the organizational structure and the roles required within the project team to enable successful delivery. From the OBS it should be possible to identify specific accountability and responsibilities for delivery within the team. It enables resource requirement and management. Once the WBS and OBS are defined it allows a Responsibility Matrix to be developed that aligns people against deliverable items of the project scope, their accountability and levels of responsibility. It generates the basis of the project’s control and assurance frame-work – including Control Accounts and Control Account Managers (CAM). The project will have identified a Cost Breakdown Structure (CBS) from the scope, WBS and OBS