Many organizations now realize more than ever that as an organization grows, there is a rising demand for professional project management. Two features that are even more difficult are an enduring growth in activity and an increase in the complexity of the internal processes within the organization. This challenge puts the project manager at a crucial point. Although a project manager is not necessarily involved in decisions on the implementation of the project, he is directly responsible for the success and achievement of the targets set. His role is to approve the final product and ensure the customer is satisfied.


The main reasons for planning and control of projects are:

  • Deviation of the planned projects versus actual performance.
  • Management’s inability to detect problems while operating projects and face budgetary aspects.
  • Lack of effective use of existing resources or contradictions in their assignment.
  • The gap between planning and implementation and differences between the way of the management and the results.
  • Organizations will to see the overall corporate picture, which allows the analysis mode and supports management decisions.
  • Reasons related to the lack of customer satisfaction by delivery of the project.


Main Activities in Projects Planning and Control

  • Schedule Planning
  • Schedule Control
  • Indicators
  • Budget Planning
  • Budget Control
  • Cash Flow
  • Resource Planning and Management
  • Resource Analysis
  • Risk Analysis






Time Management

Operational controls and processes with schedules

In order to improve the planning and control management, the project schedules must be built at the early stages of the tender. Further, with the winning of the project or management decision to proceed with the project, the schedule should be more detailed, final approval, and will serve as the basis for managing and tracking the project.

The project schedule must include all project components, such as design, procurement, delivery, and performance; when there is a close connection between all the elements, it allows us to identify the project’s critical paths and risks in advance.

Early schedules mainly develop the WBS of the project, which allows connection between all parties involved in the planning, purchasing, and finance, and, of course, a close relationship between the schedule and budget control and cash flow.





Budget Management

Project budget preparation phase

Preparation of the initial budget of the project tender stage, including the connection of budget items to the project’s WBS, is also determined at this stage.

We are updating and Budget approval after winning or the start of the project.

Preparation of cash flow based on the project schedule and commercial terms of the contract with the customer. Set milestones for payment and method of payment to subcontractors.

Check adjustment of quantities of the contract against tender and pricing.

Preparation of lists of contracts of suppliers and subcontractors to track payments, liens, and collaterals.

Preparation of Subcontractors’ portfolios.


Budget control

Budgetary control is performed during all project periods when the project is checked in advance with the contractor’s invoices and reporting of the project manager regarding the scope of performance.

Budget Control is done as an estimation until all subcontractors’ invoices are submitted to the finance system to ensure the project meets budget targets.

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