Controlling a Project: A Comprehensive Guide to Project Management

This comprehensive guide delves into the critical aspects of project control, exploring the five stages of project management: initiating, planning, executing, monitoring and controlling, and closing. It examines the Project Management Body of Knowledge (PMBOK) and its ten knowledge areas, highlighting the types of changes that can occur within each area, their potential impact on deliverables, and corrective actions to mitigate risks. The guide also provides a detailed analysis of risk management, communication, and work breakdown structure (WBS) plans, emphasizing the importance of proactive planning and adaptation to ensure project success. Furthermore, it explores conflict management strategies, emphasizing the role of stoicism in maintaining composure and finding effective solutions. Finally, the guide outlines the essential characteristics of a successful project manager, drawing comparisons to the qualities of a good leader and communicator.

CONTROLLING A PROJECT

Table of Contents
Introduction...............................................................................................................................2
Question 1: Managing the changes...........................................................................................3
Question2:................................................................................................................................10
Risk Management Plan.........................................................................................................10
Communication Plan............................................................................................................10
Work Breakdown Structure (WBS).......................................................................................11
Question 3................................................................................................................................13
Conflict Management...........................................................................................................13
Strategies..........................................................................................................................13
Risks......................................................................................................................................13
Question 4................................................................................................................................15
Personality Profile and Discussion Compared to Wideman.................................................15
References................................................................................................................................17
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Introduction
The controlling of a project simply means overseeing all the tasks and procedures that are
important to make sure that the approved project is within the time, scope and financial
plan so that the project precedes with the minimum risk factor.
This involves compare
This involves evaluating actual performance and also plans the performance with taking
corrective achievement to get the desired result when major differences can be seen or
exist. The controlling as well as monitoring process is continuous and is performed during
the whole life of the project.
However, while working on a project one should keep in mind the five stages without which
one cannot complete the project.
The five stages are as follows:
1. Initiating- Initiating includes thinking of new ideas and working on them. This stage is
the very initial stage of the project where the basic layout of the project is thought of
so that work could be done in that direction.
2. Planning- Planning is the second stage in this process. In planning, the idea of the
project that has been thought of is planned of and helps in defining the objective and
the scope of the work to be done.
3. Executing- Executing is the third stage and a very important stage. In this the
execution of the project takes place. This is the ‘delivery’ part of project
management.
4. Monitoring and Controlling- This stage makes sure that the project is being executed
in the right manner without deviating from the goal of the organization.
5. Closing- This is the final stage of project management. Here finalization of tasks and
closing project or phase takes place.
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Question 1: Managing the changes
The Project Management Body of Knowledge (PMBOK) includes the group’s process and
areas of knowledge. The group process is horizontal and areas of knowledge are vertical.
The group process is in the sequential phases of the selected project and the areas of
knowledge occur anything during the group process and it provides ten knowledge areas
are:
Project Integration Management Processes
This knowledge area is a set of all the tasks that form the overall project. It contains 6
processes:
1. Project Charter Development
2. Project management Development
3. Managing & Directing project work
4. Controlling Monitoring project work
5. Integrated change Monitoring & control
6. Close project
a) Types of changes-The types of changes that can be anticipated in this area of
knowledge are:
 The work being done on the project may deviate from its original plan.
 The project manager may have a loose hold over the project due to lack of
strong leadership qualities.
 The tasks may not be assigned to the appropriate team members.
 The performance integrated changes may decrease the speed and efficiency of
the project.
 The closing of the project before time or without properly completing it.
b) Timeframe- The time frame in which these changes can occur is any of the five stages of
the management of the project is initiating, executing, planning, controlling, monitoring
and closing.
c) Corrective action- The corrective measures that can be taken are:
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 Proper controlling and monitoring of the project is required throughout at each
and every stage.
 The project manager should have excellent leadership qualities. He must be able
to handle each and every situation efficiently and calmly. He must know his
team members inside out.
d) Deliverables impacted- There can be a huge impact of such changes on the
deliverables. The quality of deliverables can be largely affected and degraded by these
changes. Therefore, these changes must be avoided for the success of a project.
Project Scope Management
This knowledge area is concerned with the scope of the project. This means the work
included in the project. It contains five processes namely.
 Management od project Scope
 Requirements Collection
 Scope definition
 Work Breakdown Structure (WBS) creation
 Control scope
 Validate scope
Since the changes in the scope are one of the major project changes to define the
boundaries of the project.
a) Types of changes- The type of changes that can occur in this knowledge area are:
 The scope of the project is not created properly.
 The project requirements are not presented properly.
 The appropriate project scope is not defined.
 The breakdown of the requirements into smaller ones is not done properly.
b) Timeframe- The time frame in which these changes can occur is during any of two
stages of project management and that are planning stage and monitoring and
controlling stage.
c) Corrective action-
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 Proper planning and controlling of the project at each stage to ensure the scope
of the project is intact.
 If the changes require a shift in the direction of the project then, if possible,
consider the shift.
 A feedback from the customers regarding the deliverables can also prove to be a
useful measure.
d) Deliverables impacted- The deliverables can be largely affected by the changes
in this knowledge area. It may not only harm the quality of the deliverable but
can also imbalance the budget since the scope of the project management is not
intact so may happen that some deliverables are not considered useful anymore
(Martin, 2002).
Project Time Management
The project time management is the most time-consuming knowledge area. The project
manager needs to divide the whole project into various tasks and also create a schedule as
well as a budget for each and every task. The must also determine the status of the project
at regular intervals.
The project time management contains 7 processes namely:
 Management of Plan schedule
 Sequence activities
 Define activities
 Activity resources Estimation
 Activity durations Estimation
 Schedule controlling
 Schedule Development
a) Types of changes- The types of changes that occur in this knowledge area of
management are:
 The schedule of the plan is not defined properly.
 The activities of the project are not defined properly.
 The sequence of the activities of the project is mixed up.
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 The resources needed to complete the project are not identified and estimated
properly.
 It may happen that duration of each activity is not allotted properly.
b) Timeframe- The time frames in which such changes are expected to occur are during
the planning process stage and during the monitoring and controlling process stage.
c) Corrective action- The corrective action to ignore such type of changes is that during
the planning stage only all the activities and tasks regarding the project should be
distributed well keeping in mind the deadline and also the plan should be well elaborate
so that in the execution stage the project may not deviate from its original goal.
d) Deliverables impacted- The impact on the deliverables due to changes in this
knowledge area is that cost of deliverables may increase due to delay in their
manufacturing (David, 2006).
Project Cost Management
The project cost management is also called as project budget management. It includes
establishing the budget by various estimation techniques and monitoring to make sure that
there are no unnecessary changes.
The project cost management contains 4 processes:
 Management of Plan cost
 Cost Estimation
 Budget Calculation
 Costs Management
a) Types of changes- The types of changes that can occur in this type of knowledge area
are:
 The expenditure of the project is not estimated properly.
 The budget of the project is not determined properly.
b) Timeframe- The time frame in which such types of changes are likely to occur are in the
planning process stage and the monitoring and controlling process stage.
c) Corrective action- The corrective action that can be taken in order to avoid such
changes is that during the initiating stage only the idea of the project should be very
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clear so that during the planning stage the budget of the project is distributed
accordingly without any confusion and uncertainty.
d) Deliverables impacted- Due to these changes the cost of the deliverables is most likely
to increase.
Project Quality Management
The quality of the deliverables is a very important factor in project management. With the
help of project management knowledge area, the quality of the project deliverables is
ensured.
The processes involved in project quality management are:
 Management of Project quality
 Perform Project quality assurance
 Perform Project quality control
a) Types of changes- The types of changes that can occur in this knowledge area are:
 The quality plan of the project may go wrong.
 The activities and tasks related to project may not be performed at the right
time.
b) Timeframe- The time frame in which these changes can occur is during the planning
process stage and the controlling process stage.
c) Corrective action- The corrective action that should be taken so that such changes can
be avoided is proper controlling and monitoring of the quality of the deliverables
throughout the project during regular intervals.
d) Deliverables impacted- Since the quality of the deliverables is extremely important in
the project management that is why if such changes are not avoided then the quality of
the deliverables is degraded and affects the sales of the deliverables.
Project Human Resources Management
The most important factor for the success of a project is the project team. This area is
concerned with attaining the right team, observing and keeping a track on their
performance and ensuring their satisfaction.
It contains 4 management processes:
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 Plan human resource management
 Acquire the project team
 Manage the project team
 Develop the project team
a) Types of changes- The types of changes that can be anticipated from this knowledge
area are:
 The policies related to human resource management may be inadequate.
 The team selected may not be appropriate.
 The rise of issues and problems between teammates due to differences between
them.
b) Timeframe- The time frame in which such changes can occur is during the planning
process stage and the executing process stage.
c) Corrective action- The corrective action for such type of changes is appointing a strong
and experienced project manager with strong leadership qualities.
d) Deliverables impacted- The quality of deliverables is sure to decrease if such type of
changes exists (David, 2006).
Project Communications Management
It is important for the success of a project to develop a well communication plan to keep the
stakeholders satisfied and communicate early if some unexpected issues occur.
The project communication management contains 3 processes:
 Plan communications management
 Communications Management
 Control communications
a) Types of changes- The type of changes that can be anticipated in this knowledge area
are:
 The communication with the stakeholders may go wrong.
 The project manager may not be able to execute the project management plan well
b) Timeframe- The various stages at which such changes can be anticipated are planning
process stage, executing process stage and monitoring and controlling process stage.
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c) Corrective action- The corrective action that can be taken in order to avoid such
changes is that during executing and planning stage attempts should be made in
improving relations with the stakeholders.
d) Deliverables impacted- The deliverables impacted by these changes in this knowledge
area are relations with the stakeholders (Young-Hoon, 2005).
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Question2:
Risk Management Plan
The project risk management plan is important for the success of any project. The changes
discussed above that can be anticipated during the course of the project may require
updates to the existing risk management plan. An effective risk management plan ensures
the smooth running of the project without problems and delays.
The example changes are:
Positive risk: New ideas coming with the changes which lead to new and better deliverables
and replacing the existing deliverables.
Negative risk: The delay in the project deliverables due to various factors (Dennis, 2007).
Communication Plan
A good communication plan is also very important for the success of a project. A
communication plan is like a roadmap by which the company delivers its message to its
recipient. A good communication plan means the message that the company wants to
deliver is delivered with the same intention that the company wants. However, the changes
that are anticipated above during the course of the project may lead to various updates in
the communication plan for the success of a project.
The example changes are:
 The target audience which information is to be delivered is not chosen appropriately
by the team.
 There is a lot of misunderstanding and communication barrier between the company
and the stakeholders.
 The communication objectives are not properly defined by the project manager.
 The medium by which information is to be passed is not chosen properly by the
team.
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Work Breakdown Structure (WBS)
The work breakdown structure means breaking the work into smaller parts in a project.
There are a lot of tasks and activities involved in a project which form the whole project. The
tasks and activities need to break down into smaller tasks and activities for:
 Simplification of the project
 The efficiency of the project
 On time completion of the project
However, the changes that are anticipated above during the course of the project may lead
to various updates in the work breakdown structure for the success of a project (PMI. 2010).
The example changes are:
 If the idea of the project is not clear then the tasks and activities may not be defined
properly during the planning stage.
 If the manager is not efficient enough then he may assign tasks to wrong team
members which can create a big problem.
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ID Task
Mode
Task Name Duration Start Finish Predecessors
0 Project for Knowledge Area29 days Thu 17/05/18 Tue 26/06/18
1 Project Palnning 2 days Thu 17/05/18 Fri 18/05/18
2 Identify process and
activities
1 day Thu 17/05/18 Thu 17/05/18
3 Coordinate with different
process
1 day Fri 18/05/18 Fri 18/05/18 2
4 Scope management of
project
4 days Mon 21/05/18 Thu 24/05/18
5 Collect requirements 2 days Mon 21/05/18 Tue 22/05/18 3
6 Defien scope 1 day Wed 23/05/18 Wed 23/05/18 5
7 define process 1 day Thu 24/05/18 Thu 24/05/18 6
8 Time management for
project
4 days Fri 25/05/18 Wed 30/05/18
9 Define Activities 1 day Fri 25/05/18 Fri 25/05/18 7
10 Activities Sequences 1 day Mon 28/05/18 Mon 28/05/18 9
11 Time estimation 1 day Tue 29/05/18 Tue 29/05/18 10
12 Schedule development 1 day Wed 30/05/18 Wed 30/05/18 11
13 Cost management for
project
4 days Thu 31/05/18 Tue 05/06/18
14 Cost estimation 1 day Thu 31/05/18 Thu 31/05/18 12
15 Determoine project
budget
2 days Fri 01/06/18 Mon 04/06/18 14
16 Manage Cost 1 day Tue 05/06/18 Tue 05/06/18 15
17 Quality Management of
project
2 days Tue 05/06/18 Wed 06/06/18
18 check outputs 1 day Wed 06/06/18 Wed 06/06/18 16
19 Take feedbacks 2 days Tue 05/06/18 Wed 06/06/18 15
20 HR management for project5 days Thu 31/05/18 Wed 06/06/18
21 Planning of HR 2 days Fri 01/06/18 Mon 04/06/18 14
22 Hiring for project team 5 days Thu 31/05/18 Wed 06/06/18 12
23 Manage team of project 1 day Tue 05/06/18 Tue 05/06/18 21
24 Communication
management
10 days Wed 06/06/18 Tue 19/06/18
25 Identification of
stakeholder
2 days Wed 06/06/18 Thu 07/06/18 23
26 Planning for
communication
1 day Fri 08/06/18 Fri 08/06/18 25
27 Information distribution 3 days Mon 11/06/18 Wed 13/06/18 26
28 Manage expectation of
stakeholder
2 days Thu 14/06/18 Fri 15/06/18 27
29 Performance of report 2 days Mon 18/06/18 Tue 19/06/18 28
30 Risk managment 4 days Mon 18/06/18 Thu 21/06/18
31 Identify Risks 1 day Mon 18/06/18 Mon 18/06/18 28
32 Risk response Planning 1 day Wed 20/06/18 Wed 20/06/18 29,31
33 Monitor the risks 1 day Thu 21/06/18 Thu 21/06/18 31,32
34 Procurement management3 days Fri 22/06/18 Tue 26/06/18
35 Conduct Procurement 1 day Fri 22/06/18 Fri 22/06/18 33
36 Procurement of
administer
1 day Mon 25/06/18 Mon 25/06/18 35
37 Procrument close 1 day Tue 26/06/18 Tue 26/06/18 36
17 20 23 26 29 01 04 07 10 13 16 19 22 25 28 01
May 2018 June 2018
Figure 1 WBS
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Question 3
Conflict Management
Strategies
Conflicts can arise in any situation. There can be various causes of conflicts. They can be
internal as well external. The management of conflicts is very important since in during the
course of project conflicts are likely to happen. However, if the conflicts are poorly managed
then this may lead to low productivity and loss of trust.
There are 5 strategies by which conflicts can be managed efficiently
1. Accommodating: In this strategy peace is the main motive. One of the disputing
parties wants a third way out and wants peace and considers the issue as minor.
2. Avoiding: In this strategy, the conflict is ignored, avoided or delayed for the time
being and then after some time when both the parties have calmed down, it is tried
to resolve.
3. Collaborating: This is an effective strategy to resolve disputes since the opinion of
multiple people is taken to find the most effective way to resolve the dispute. Since
in this strategy opinion is taken from many people so the decision taken to solve the
dispute is likely to be accepted by almost all of them.
4. Compromising: In this strategy both the disputing parties are called and are asked to
compromise to give up their conflict and give a solution that is acceptable to both
the parties.
5. Competing: This strategy is only suitable for emergency situations. In this strategy,
one of the two disputing parties win and the other one losses (Cattani, 2011).
Risks
Stoicism as an Essential Conflict Management Technique
The word ‘stoic’ comes from stoic philosopher of ancient Greek. It is said that they had the
ability to suppress and control their emotions which made them powerful political as well as
military leaders.
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While working on a project in a team, the conflicts are likely to happen. The role of the
project manager becomes a risk manager as well when situations like this arise. In extreme
conditions, the project manager is the one who should take the charge and resolve the
conflict. The project manager needs to wake the stoic within him/her. The project manager
needs to say calm and even-minded during a conflict and should not take a decision on a
hassle (Joseph, 2003).
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Question 4
Personality Profile and Discussion Compared to Wideman
The characteristics that should be there in a good project are as follows:
1. Command authority naturally.
A good project manager should have a strong and a powerful personality. He/she need not
put extra effort to show that they have the authority. They should have an authoritative
nature naturally.
2. Possess rapid shifting aptitudes, knowing what to ignore and to note.
A good project manager should have the ability to separate important data from the
unimportant one. He should be quick to grasp everything and should know what to consider
and what to disregard.
3. Observe, Set & re-evaluate priorities of project frequently.
A good manager should know the priorities of the project and need to set perceive & re-
evaluate the priorities of project frequently.
4. Examine good questions & pay attention to stakeholders.
A good project manager gives a lot of importance to communication with the stakeholders
and cares about their opinion. They are also concerned to know stakeholder communication
that is established by the stakeholders.
5. Never use information as a means of control or weapon.
Decent project managers never use information which has a means to control. Stakeholders
communicate, concisely, completely and clearly.
6. Adhere to predictable communication schedules
A good project manager should stick to expected communication schedules. This helps in
eradicating many variables in the course of project management.
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7. Keep domain expertise in the management of the project that as applied to a specific
field.
A good manager must possess expertise in one or more domains in the project management
to ensure their natural authority and a solid calculated insight.
8. Exercise independently and consensus-building skills should be fair when encounter
arises.
A good project manager always tries to maintain harmony by taking independent and fair
decisions whenever a conflict arises ensuring to benefit of both the conflicting parties.
9. Promote and trust on extensive informal networks outside & inside the firm with
problems solution that arise.
A good project manager is always good at maintaining informal networks inside as well
outside the firm so that whenever a problem arises he/she is able to solve with help of the
networks.
10. Look forward to going to work
Good project managers always believe in and look forward to good work. That’s their
criteria for success.
As I look at the characteristics of a good project manager I believe I can be a good project
manager. I have all these characteristics in myself which are important to be a good project
manager. A good project manager needs to be a good leader first who can lead his/her team
towards achieving the goals of his/her organization and I can find this characteristic in
myself. I good project manager also needs to be a good speaker and a good listener and I
am both. A good project manager should have an authoritative personality and should also
be able to communicate well. He/ she should also have a strong vision and have trust over
his/her abilities and I possess all these that are needed in a project manager (Paul, 2005).
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References
 PMI, (2014). "What is Project Management?". Project Management Institute.
Retrieved 2014-06-04.
 Cattani, G.; Ferriani, S.; Frederiksen, L.; Florian, T. (2011). Project-Based Organizing
and Strategic Management. Advances in Strategic Management. 28. Emerald.
ISBN 1780521936.
 David I. Cleland, Roland Gareis (2006). Global Project Management Handbook.
"Chapter 1: "The evolution of project management". McGraw-Hill Professional,
2006. ISBN 0-07-146045-4
 Dennis Lock (2007) Project Management (9th ed.) Gower Publishing, Ltd., 2007.
ISBN 0-566-08772-3
 Joseph Phillips (2003). PMP Project Management Professional Study Guide.
McGraw-Hill Professional, 2003. ISBN 0-07-223062-2 p.354.
 Martin Stevens (2002). Project Management Pathways. Association for Project
Management. APM Publishing Limited, 2002 ISBN 1-903494-01-X p.xxii
 Paul C. Dinsmore et al (2005) The right projects are done right! John Wiley and
Sons, 2005. ISBN 0-7879-7113-8. p.35 and further.
 PMI (2010). A Guide to the Project Management Body of Knowledge p.27-35
 The Definitive Guide to Project Management. Nokes, Sebastian. 2nd Ed. London
(Financial Times / Prentice Hall): 2007. ISBN 978-0-273-71097-4
 Young-Hoon Kwak (2005). "A Brief History of Project Management". In: The story
of managing projects. Elias G. Carayannis et al. (9 eds), Greenwood Publishing
Group, 2005. ISBN 1-56720-506-2
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