Project Control

Project Control

The actual implementation of a project occurs within the execution phase. During this phase, it is not uncommon for project managers to determine that projects have deviated from the original scope, time, or cost (the “triple constraint”), often due to unforeseen issues. When one element of this “triple constraint” changes, project managers must adjust the remaining two elements in order to satisfy project requirements. Maintaining this balance is one of the greatest challenges a project manager faces.

In this Discussion, you examine scenarios featuring issues that arise during the execution phase of a project. You analyze how you would modify the project in terms of scope, time, and cost in order to resolve the issues and fulfill project requirements. You also explain how you would communicate these modifications to key stakeholders.

Consider the following scenario

1. You are the lead project manager tasked with implementing a hospital’s new patient identification and tracking system. The currently planned system is designed to function using only barcodes, but many key stakeholders have called for the system to also include the use of radio-frequency identification (RFID) features. In order to meet the demands of the stakeholders, your project scope expands to include RFID technology. How will you modify your budget and schedule to accommodate this increased scope?

1. You are managing the development of a computerized physician order entry (CPOE) system in a hospital that caters to the suburban population of a major city. A much larger hospital that accommodates most of the city’s downtown residents has recently been severely damaged in a storm. As a result, the inner-city hospital is operating at a low level of capacity and diverts much of its patient flow to other hospitals. In order to help alleviate the strain caused by this new influx of patients, your hospital’s executives are requiring you to implement the CPOE system 2 weeks early. Your project team is currently composed of just enough individuals to complete the project on time using the original timeline. The planned CPOE system has many non-essential features that usually take two phases to implement. However, these features are currently planned to be incorporated during your single-phase CPOE implementation. How do you adjust the project’s scope and cost to meet the new schedule demands?

1. You are managing the implementation of an electronic medical record system in a small physician’s office. Due to much lower-than-expected profits in the fourth quarter, you have had a substantial cut in the amount of funding available for your project. The scope of the medical record system is more extensive than the bare minimum required for a practice of this size. In addition, the implementation schedule is as condensed as possible to reduce downtime in the office. This condensed schedule requires the use of expensive, high-quality resources. How can you adjust your plan to compensate for the project’s reduced budget?

To prepare:

• By Day 1 of this week, your Instructor will assign you to a specific scenario (scenario 1). Review this week’s Learning Resources on controlling the elements of the “triple constraint,” and consider how they apply to the scenario to which you were assigned.
• Determine how you could modify the project in your assigned scenario in terms of scope, time, or cost in order to fulfill the project requirements.
• Consider how you would communicate the modifications you identified to key stakeholders.

Post by tomorrow 10/18/2016 a minimum of 550 words in APA format with 3 references from the list below. Apply the level one headings as numbered below:

1) Post the number of your assigned scenario and a description of where and how you would adjust the plan in terms of budget, scope, and timeline.

2) Explain how you would communicate modifications to key stakeholders. Provide rationale for your response.

Required Readings

Coplan, S., & Masuda, D. (2011). Project management for healthcare information technology. New York, NY: McGraw-Hill.

• Chapter 3, “Project Management”
  • “Scope Control” (pp. 58)
  • “Control Schedule” (pp. 64–67)
  • “Control Costs” (pp. 71–75)

 These three areas of Chapter 3 focus on controlling scope, time, and cost, also referred to as the triple constraints.

Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: Author.

• Chapter 3, “Project Management Processes for a Project”
  • 3.5, “Executing Process Group” (pp. 56)
  • 3.6, “Monitoring and Controlling Process Group” (pp. 57)

 These sections of Chapter 3 explore how to coordinate people and resources in accordance with the project management plan. These sections also cover the processes used to track, review, and regulate a project’s performance.

• Chapter 5, “Project Scope Management”
  • 5.6, “Control Scope” (pp. 136–140)

 This section of Chapter 5 explains the process of monitoring a project’s status and scope. The text also describes how to manage changes to the scope baseline.

• Chapter 6, “Project Time Management”
  • 6.7, “Control Schedule” (pp. 185–192)

 In these pages of Chapter 6, the authors explain the process of monitoring a project’s status to update project progress and manage changes in a schedule baseline.

• Chapter 7, “Project Cost Management”
  • 7.4, “Control Costs” (pp. 215–223)

 This section of Chapter 7 reviews the processes used to update a project budget and manage changes to the cost baseline.

Cortelyou-Ward, K., & Yniguez, R. (2011). Using monitoring and controlling in an electronic health record module upgrade: A case study. The Health Care Manager, 30(3), 236–241.

Retrieved from the Walden Library databases.

 This article examines the application of monitoring and controlling to an electronic health record module upgrade. The article makes recommendations related to flexibility, tracking changes, teams, milestones, and testing.

Noblin, A. M., Cortelyou-Ward, K., & Ton, S. (2011). Electronic health record implementations: Applying the principles of monitoring and controlling to achieve success. The Health Care Manager, 30(1), 45–50. 

Retrieved from the Walden Library databases.

 This article explores the principles of monitoring and controlling in the context of an electronic health record implementation. The article also examines issues such as project costs, project progress, schedule controls, quality management, and controlling risks.

Yin G.-L. (2010). Project time and budget monitor and control. Management Science and Engineering, 4(1), 56–61. 

Retrieved from the Walden Library databases.

The author of this article describes how time and budget can be successfully controlled during a project’s implementation. The author presents techniques for accomplishing this, as well as describing potential pitfalls.

Document: Project Management Tools Available for Apple/Mac Computers (PDF)

 This document contains a list of project management tools that are compatible with Apple/Mac computers.

Required Media

Laureate Education (Producer). (2013b). Executing, monitoring, and controlling [Video file]. Retrieved from https://class.waldenu.edu

Note: The approximate length of this media piece is 8 minutes.

 In this presentation, roundtable participants Dr. Mimi Hassett, Dr. Judy Murphy, and Dr. Susan Newbold discuss the science of executing a project and the art that is involved in the continued monitoring and controlling of it. They talk about the triple constraint of cost, scope, and time and suggest some automated tools and skills that can help in tracking shifting components of a project.