5 FAH-5 H-120
PROJECT CONTROLS
(CT:ITS-4; 06-21-2012)
(Office of Origin: IRM/BMP/GRP/GP)
(Updated only to revise Office of Origin)
5 FAH-5 H-121 INTERNAL MANAGEMENT
(TL:ITS-1; 02-13-2002)
a. Project managers should establish overall internal management
controls for all projects (i.e., configuration management, response to audits)
as an audit trail for projects.
b. Project controls should be in place for the
decision-making process to ensure that projected control gates are met.
c. Project managers must ensure that projects are
specifically tailored to adequately satisfy requirements and to meet budget and
scheduling timelines.
d. Project managers should be aware that change impact
increases as the project progresses through the life cycle. Proper controls
will help to easily accommodate change and keep the team focused to deliver as
much as possible on or ahead of schedule.
e. Project managers should appoint personnel to
continually review the effectiveness of the project control system and make
adjustments when necessary.
f. The sponsor, user, and developer must approve,
sign, and accept responsibility for development, integration, and maintenance
of projects prior to progressing to the next phase of the project.
5 FAH-5 H-122 CONTROL GATES
(TL:ITS-1; 02-13-2002)
a. Project managers should assign functional managers
and task leaders the responsibility for providing progressive project controls
for meeting periodic objectives within the framework of the project life cycle
as follows:
(1) To ensure that all scheduled activities have been
completed for the project;
(2) To avoid moving on to a subsequent activity if the
previous activity has not been accomplished; and
(3) Validate progress by reviewing tangible measurable
output.
b. Project objectives and milestones should be
established throughout the project's life cycle and identified in each phase as
appropriate.
5 FAH-5 H-123 CONTRACT MANAGEMENT
(TL:ITS-1; 02-13-2002)
Contractors are to be managed in accordance with
performance-based contracting procedures and the standards defined in the
statement of work. The development process is managed and monitored by the
Government. Managers are to view contractors as assets and focus on what is
required in the deliverable expected from the contractor. Consider the
following points to keep the control of the effort from the Governments view
in perspective.
(1) Ensure that contractor personnel clearly
understand the statement of work and are knowledgeable of the project cycle and
terminology;
(2) Establish a method for monitoring contractor
progress, communicating preferences, and providing direction; and
(3) Ensure that the Government team works together,
using established control gates as incremental checkpoints to meet objectives
for the deliverable.
5 FAH-5 H-124 THROUGH H-129 UNASSIGNED
(TL:ITS-1; 02-13-2002)