Our information methodology is applied across the whole program including the typical areas such as configuration management, financial management systems, and earned value management.
Our suggested Information management tools are used across ideally across the whole of the program management life cycle, and it is only a question of how soon they can be established and operational.
The Control Center is the center or place to control the program. To be in control of the program not only involves the timely information of performance reports and dashboards but also a complete understanding the potential impact of the constantly changing factors and how they can or are impacting on the program. Also every team member must be empowered to be able flag issues at any time, ask questions, raise new risks, update information on existing risks, and assign issues to person(s) while notifying others automatically to keep the relevant stakeholders informed.
The Control Center empowers the program manager to make decisions quickly based on a solid foundation of facts. Its importance is when corrective actions are required; therefore, decisions must be made to fully address the problem situations. If all the facts are available within the Control Center, then very little decision time will be required to make the right decision.
Control involves guiding project / program effort toward attainment of Organization goals. Control seeks to ensure effective use of resources, requiring correction of problems and focused towards rewarding achievement.
Control provides understanding what is going on and Project / Program managers should visit operations, and see for themselves what is going on. As part of Control Center the following are suggested
Performance standards to be set at the beginning of the project. These provide technical specifications, budgeted costs, schedules, and resource requirements. Source documents include user specifications and the project plan.
Comparisons are made between actual performance and the plan during operations (assessment). Major project control elements include projected completion date and total estimated project cost. When severe variances are experienced, the adoption of corrective action needs to be considered.