In a project, it is very easy to lose sight of the actual objectives. Large projects acquire a life of their own and, if left to themselves, can spin out of control.
The objective of having controls is to find out that there is a problem and then to alter course by taking corrective measures. Our Project control department is not simply waiting for things to go wrong and then fixing them. It is chiefly to have systems to identify problems before they manifest themselves. There are three basic types of control mechanisms we apply.
This is our most common kind of control mechanism. A project has inputs and outputs. The outputs can be in the form of milestones that have to be met. Cybernetic controls focus on the outputs. If these milestones or outputs do not measure up to the set standards, then the situation is investigated to see if there is a sufficient cause to change patterns of activity.
For example, a project to get a cleanroom ready for opening would look at certain dates for completion of electric wiring, and construction. If the date of completion of wiring gets delayed, the schedule of activities has to be changed and the pace has to be stepped up to meet the scheduled opening day.
The focus of this kind of control is to reduce deviations from a standard. The more the deviation, the more attention the situation warrants.
Go/no-go control takes the form of testing to make sure that certain preconditions are met before a task is undertaken. This type of control can be used for a specific part of the project too.
Go/no-go controls are linked to the actual plans and are not independently set on a calendar.
Post-performance controls are applied after the completion of the project or the task, The focus here is not on altering what has already happened but on making sure that good and bad practices are recorded for being of help in future projects.
For example, if in the cleanroom project, an analysis of delays reveals that it is very difficult to coordinate the availability of electricians and construction engineers, this knowledge will be of help while planning and implementing the next cleanroom inauguration.
The post-performance controls include a set of recommendations on how to improve future projects.