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Controlling a stage (Context (Central to the ultimate success of the…

- - - - This activity provides the means for a regular assessment of the status of the work package(s)
      - The frequency and formality of this activity will usually be aligned with the frequency of reporting defined in the work package(s) and supported by the stage plan for the current stage
    - - Where work has been allocated to individuals or teams , there should be a matching confirmation that the work has been completed and approved
      - once approved, any subsequent changes to the product(s) must pass through change control. This should be an automatic part of any configuration management method being used.
    - - if a product requires more than on work package to create it, then it should be broken down into further products with their supporting Product Descriptions
      - A work package may include extract from of simply Cross -reference elements of, the Project Plan, Stage plan or Project initiation documentation
      - A work package should cover the work to create one or more product
  - - - The project manager must provide the project board with summary information about the status of the stage and project and distribute other information to stakeholders at a frequency documented in the communication Management strategy (as defined by the Project Board)
    - - In order to make informed decisions and exercise rational control, it is necessary to compare what has actually happened with what was expected to happen and what might happen next (including any issues and risks)
      - The objective of this activity is to maintain an accurate and current picture of progress on the work being carried out and the status of resources
  - - - a Stage should not exceed the tolerances agreed with the project board. The Project manager can only take corrective action or maintain the status guo as long as teh stage (or project) is forecast to be completed within the tolerances set by the project board. this activity applies where any corrective action within the Project manager's control would not save the stage (or project ) form going beyond the tolerances agreed. This applies to all types of issues and risk ( or aggregation of them) that cannot be resolved with in the tolerances set by the Project Board
      - As it may take some time to gather the information to create an exception Report, It is recommended that the project board be alerted as early as possible
      - The Project Manager should execute any decision by the project board in response to the escalation
      - Escalating issues and risks is good practice and should not be seen failure. The earlier that issue are escalated, the more time is available to implement any corrective actions
    - - Changes and adjustment to the project need to be made in a considered and rational way even when they appear to be easily manageable and with in tolerances
      - In taking corrective action, the objective is to select and, within the limits of the stage and project tolerances, implement actions that will resolve deviations from the plan
    - - In the course of managing the project, various issues will occur and risks may be identified. they will arrive in an ad hoc manner and will need to be captured in a consistent and reliable way. Any member of the project, corporate or programme management or other stakeholders may raise an issue or risk.
      - Before making a decision on a course of action each issue or risk should be registered and then assessed for its impact