6.3 Predictive Project Controls and Artifacts
Key Takeaways
- Change control ensures that only approved changes modify project baselines through the Perform Integrated Change Control process
- The Change Control Board (CCB) is a formally constituted group responsible for reviewing, evaluating, approving, deferring, or rejecting changes
- Configuration management ensures that descriptions of the project product are correct and complete through identification, status accounting, verification, and auditing
- Key predictive artifacts include the project charter, project management plan, work performance reports, and lessons learned register
- Earned Value Management is the primary performance measurement tool for predictive projects
Predictive Project Controls and Artifacts
In predictive project management, maintaining control over scope, schedule, cost, and quality is critical. This section covers the control mechanisms and key artifacts used in plan-based projects.
Integrated Change Control
Perform Integrated Change Control is the process of reviewing all change requests, approving changes, and managing changes to deliverables, project documents, and the project management plan.
Change Control Process
- Change request is submitted — Anyone can submit, but it must be documented
- Change request is logged — Recorded in the change log with a unique ID
- Impact analysis — Assess the impact on scope, schedule, cost, quality, risk, and resources
- Review by CCB — The Change Control Board reviews and decides
- Decision — Approve, reject, defer, or request more information
- Implementation — If approved, update the project management plan and baselines
- Communication — Notify stakeholders of the decision and any impacts
Change Control Board (CCB)
The CCB is a formally constituted group responsible for reviewing and deciding on proposed changes:
| Aspect | Details |
|---|---|
| Members | Sponsor, PM, key stakeholders, subject matter experts |
| Authority | Can approve, reject, or defer changes |
| When active | Once the project baselines are established |
| Documentation | Maintains a change log of all requests and decisions |
Types of Changes
| Type | Description |
|---|---|
| Corrective Action | Aligns future performance with the project management plan |
| Preventive Action | Reduces the probability or impact of a potential future variance |
| Defect Repair | Modifies a non-conforming deliverable to meet requirements |
| Update | Changes to formally controlled documents, plans, or baselines |
Configuration Management
Configuration management ensures that the descriptions and functional/physical characteristics of the project product, service, or result are correct and complete.
Configuration Management Activities
| Activity | Purpose |
|---|---|
| Configuration Identification | Identify and document the functional and physical characteristics of items |
| Configuration Status Accounting | Track the status of configuration items and changes |
| Configuration Verification and Auditing | Ensure configuration items conform to requirements |
Key Predictive Project Artifacts
| Artifact | Purpose | Created During |
|---|---|---|
| Project Charter | Formally authorizes the project | Initiating |
| Project Management Plan | Comprehensive guide for project execution | Planning |
| Work Performance Data | Raw observations during execution | Executing |
| Work Performance Information | Analyzed data in context | Monitoring & Controlling |
| Work Performance Reports | Compiled information for decision-making | Monitoring & Controlling |
| Change Log | Records all change requests and their status | Throughout |
| Issue Log | Tracks issues and their resolution | Throughout |
| Lessons Learned Register | Documents what worked and what didn't | Throughout |
| Final Report | Summarizes project performance and outcomes | Closing |
Performance Reporting
Work Performance Data → Information → Reports
Work Performance Data (raw observations)
↓ Analysis and context
Work Performance Information (analyzed data)
↓ Compilation and formatting
Work Performance Reports (stakeholder communications)
| Level | Example |
|---|---|
| Data | 47 of 60 activities complete, $450,000 spent |
| Information | SPI = 0.92 (behind schedule), CPI = 1.05 (under budget) |
| Report | Status report showing schedule recovery plan with cost forecast |
Variance and Trend Analysis
In predictive projects, variances from the baseline are key control signals:
| Variance | Formula | Meaning |
|---|---|---|
| Schedule Variance | SV = EV - PV | How far ahead/behind schedule |
| Cost Variance | CV = EV - AC | How far under/over budget |
| Scope Variance | Comparison of completed vs. planned deliverables | How scope is tracking |
Trend analysis examines performance over time to:
- Predict future performance based on current trends
- Identify patterns that may require corrective action
- Support Estimate at Completion (EAC) calculations
Who is responsible for approving or rejecting change requests in a predictive project?
Which type of change aligns future project performance with the project management plan?
Place the work performance levels in order from raw data to stakeholder-ready output:
Arrange the items in the correct order
Configuration management primarily ensures that: