Project Control Methods: Detailed Analysis and Report

This report provides a comprehensive overview of project control methods, emphasizing the critical role of scheduling in project success. It explores the impact of scheduling on project finances, documentation, management, quality assurance, and productivity. The report highlights how effective scheduling minimizes risks, ensures quality, and increases efficiency. A case study of a remote bridge repair project in Northern Australia is presented to illustrate the practical application and benefits of these methods, demonstrating how proper scheduling led to the project's timely completion, adherence to budget, and recognition for excellence. The report concludes by underscoring the necessity of project scheduling as a vital tool for planning, execution, and daily progress, ensuring maximum production, reduced costs, and optimal resource utilization.

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PROJECT CONTROL METHODS
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Introduction
Projects can only be managed through scheduling and may either lead to failure or
success of a task. Scheduling provides the pathway within which projects operate and proper
monitoring ensures that related problems are solved leading to expansion of the scope of work
(Lester, 2013, pg. 4). Various benefits of scheduling are discussed below;
1) Impact of Finances
Scheduling has an overall effect on the finances used in a project due to the time
constraints involved and utilization of resources. As a result, managers are required to
plan the available resources efficiently. This mostly happens when a project requires
specialized knowledge and expertise for completion or when the resources are very
expensive (Taylor, 2007, pp. 3-5). It is evident that completing a project within a short
time frame has a huge impact on the project finances due to supplementary resources that
are needed to effect the completion process. Therefore, proper scheduling, accurate
approximations and projections help to prevent rushed and hasty order that increase the
costs.
2) Documentation
Project management requires that work should be structured to form flow charts
such as the Gantt chart that help to break down task assignments and define project
progress. Scheduling is vital in ensuring that project managers assign the work to
employees and evaluate individual contribution to ensure maximum efficacy is achieved
(Mubarak, 2010, pg. 12). It is also vital to note that documentation aids in tracking time
delays and assessing the impact it has on the project. Schedules help to develop baseline
criterions of productivity and success.
3) Management
Scheduling aids in effective management of projects and ensures that all team
members are aware of what is happening. It ensures that expectation are clear and that
roles and responsibilities are properly defined. It ensures that all members work within
the stipulated time ensuring that the target dates of completion are attained (Kerzner,
2013, pp. 113-115). It is also evident that proper scheduling helps to minimize potential

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risks because prediction is made easier. As a result, the management team is able to craft
contingency plan to curb impending risks.
4) Assurance of Quality
Proper scheduling helps to ensure that projects are completed in an excellent
manner before the next project is started. Establishing quality controls in the scheduling
process helps to ensure that work is done with minimal errors. It is vital to note that
effective quality controls assist to explore new opportunities and maintain a competitive
advantage in production of quality products (Vanhoucke, 2013 pp. 23-25).
5) Increases Productivity
Project scheduling ensures that productivity is increased through effective
communication, reducing the costs of operation and proper planning. Reducing the
possibility of failure ensures that there is an increase in the revenue and profit margins
(Lester, 2013, pg. 4). It is also evident that assurance of quality attracts more customers
and investors thus increasing the income.
6) Provides an alternative
It is essential to note that not all projects are successful. Developing a project
schedule acts as a pointer of the weak links and aids in the development of critical paths
that assist in formulating a back–up plan in case the original project fails. This means that
scheduling helps the project managers to plan for the unexpected (Pinedo, 2009, pg. 3).
Case study of Remote bridge repair, Arnhem highway, Northern Australia, 1998
The task in this project was to construct a temporal structure crossing the highway bridge
over a crocodile infested river (Wearne & White, 2014, pg. 139). The construction was planned
into three stages to enhance efficiency of work while at the same time maximizing the resources
available. It is also evident that the project manager planned a schedule to ascertain the tasks to
be completed in a daily basis. The projects had an estimated completion time frame of 81 days.
Below is the project schedule for the construction;
Day Work
1 Critical assessment of the bridge by the department engineers. The department to select
the consulting engineer who would act as the project manager. Defining of roles and
responsibilities.

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2 The valuation and research by the experts began. A temporary passenger ferry was
provided.
3 Choice of the method of construction decided.
5 Completion of the design work
6 Opening of an alternative track route for the four wheel drive traffic
11 Starting of the temporary barge crossing service.
13 Pile driving started on the damaged piers.
31 The temporary bridge to be opened for all vehicles except the loaded and heavy vehicles
43 Removal of the temporary bridge
44 The already repaired bridge opened for a restricted number of traffic.
53 The restrictions on the loaded and heavy vehicles removed from the repaired bridge.
81 Completion of the construction work and the bridge is opened for all hours. Termination
of the barge and ferry services.
(Retrieved from: Wearne & White, 2014, pg. 140)
The schedule ensured that the project was completed within the stipulated time. It is also
evident that there was proper management of the financial resources because there were no
additional costs incurred. There was proper distinction within the roles and responsibilities thus
minimizing conflict and increasing efficiency of work (Wearne & White, 2014, pg. 141). For
instance the consulting team provided all the engineering resources and project management
while the department provided the overall direction of the control and all the technical staff. It is
clear that management meetings were held regularly to measure the project progress and to
provide the staff with constant flow of information. Quality assurance was also applied
throughout the temporal and permanent work ensuring safety to the bridge users. As a result all
the objectives of restoring the bridge within a budget was successful. The project won an award
for being the most excellent in the year 1999 (Wearne & White, 2014, pg. 142).
From the information provided, it is clear that project scheduling is a very important tool
in ensuring the success of the construction process. The construction process was completed on

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time and within the specified budget thus maximizing efficiency and increasing productivity
(Farfor, Andrew & Finlay, 2003, pg. 78).
Conclusion
From the information provided, it is evident that the success of any project is not assured
without proper project schedule. It is vital tool for both the programming, planning and daily
progress of a given project. It ensures maximum production at reduced costs and optimum
utilization of resources.

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References
Farfor, S., Andrew, D., & Finlay, H. (2003). Northern territory. Melbourne, Lonely Planet, pp.
67-85.
Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and
controlling, pp. 113-115.
Lester, A. (2013). Project Management, Planning and Control. Elsevier Science, pg. 4.
Mubarak, S. A. (2010). Construction project scheduling and control. Hoboken, N.J., Wiley, pp.
7-19
Pinedo, M. L. (2009). Planning and Scheduling in Manufacturing and Services. New York, NY,
Springer-Verlag New York, pg. 3.
Taylor, J. (2007). Project scheduling and cost control: planning, monitoring and controlling the
baseline(9781932159110), pp. 3-5.
Vanhoucke, M. (2013). Project Management with Dynamic Scheduling [recurso electrónico]
Baseline Scheduling, Risk Analysis and Project Control, pp. 23-25.
Wearne, SH, & White-Hunt, K 2014, Managing the Urgent and Unexpected: Twelve Project
Cases and a Commentary, Routledge, Farnham, Surrey, pp. 139-144.