Managing and Controlling Project Resources
As the Project progresses, the Project Manager must acquire all the resources (human, machine and material), train and manage human resources, and control all the resources. Specifically,
- Internal Resources are acquired from Functional or Resource managers, depending on the Org. External resources are acquired through the Procurement processes
- Acquired Resources are assigned to their respective activities. It is ensured that Right Resources are assigned, at the Right Place, at the Right Time and in the Right Numbers.
- Overallocated Resources are Levelled
- Resources no longer needed are released
- Competencies and skills of the Project Team are enhanced
- A dynamic, cohesive, and collaborative team culture is developed to:
- Improve individual and team productivity, team spirit, and cooperation; and
- Allow cross-training and mentoring between team members to share knowledge and expertise
Controlling Project Teams
- Conflicts are resolved in a timely manner and constructive way in order to achieve a high-performing team
- Team members are assessed
- Team members are rewarded or recognized for the desirable behavior or achievement
- Milestone parties are held
- Resource expenditures are monitored
Example of controlling project teams
Managing and Controlling Project Procurements
As the Project progresses, both the Buyer (Project Manager) and the Seller start executing the Project. Specifically, from the Project Manager’s viewpoint:
- Invoices/Claims are reviewed, for correctness & supporting documents
- Payments to the Seller are authorized in accordance with the terms of the contract
- Changes to the Contract are managed
- All Communication with the Seller is by the POC only and is documented
- Contract is correctly interpreted with its meaning, inclusions & exclusions
- Legal implications of any procurement action taken is well understood
- Procurement Performance Review meetings are held with the team and the Seller Report on Performance (Own as well as the Seller’s performance)
- Cost, Schedule, and Technical performance is monitored against the contract
- Quality is controlled as per the contract; Inspection & Audits are performed
- Procurement Risks are monitored; New Risks are analyzed
- Disputes are resolved
- Deliverables validated by own QC are accepted
Monitoring and controlling project contracts
Fixed Price Contracts
- Seller is closely watched lest he cuts Scope, Quality or Grade
- Change Orders Watch for any over pricing
Cost Reimbursable (Cost Plus) Contracts
- Every invoice is audited; all charges must be contractually applicable & chargeable to
- the Project
- It is ensured that the Seller does not add Resources to the Project that do not add
- value or perform real work
- Project Cost is re estimated (Fee is calculated based on the Project Cost, other
- than the CPPC contract)
T&M Contracts
- The Seller is provided day to day direction
- Project length is controlled and not allowed to be extended; number of hours spent
- on the work are kept reasonable
Difference between strategic goals and tactical goals
Strategic Goals
This element acquires you with the business ends to be attained.
It states overall purpose of the project and its major deliverables like time, cost, budget, quality, and project duration.
Tactical Goals
It describes major tasks of the project.
It also demonstrates that how and in what conditions the major tasks of the project will be delivered