Pre-Construction		Online Guide
		Work the Plan		Process
Activity:	Manage Scope, Schedule, and Budget			Revision July 1, 2005
Description:	Project teams implement, monitor, and maintain the endorsed Project Management Plan, and actively identify and recover from variances.
Inputs:	· Endorsed Project Management Plan - Project Work Breakdown Structure (WBS) - Project Baseline Schedule - Project Budgets - Project Aging Curve
Tools:	· WSDOT Project Delivery Information System (PDIS) Note: This is a WSDOT internal web site that is not available to anyone outside the agency · PDIS Reports · Project Baseline Schedule · WSDOT Project Control & Reporting Web Site
Steps:	1. Performance Baseline The “Performance Baseline”—the Project WBS, Project Baseline Schedule, and Project Budgets—serves three critical functions in managing the project: · Score keeping: Provides the target metrics and measures that we use to gauge actual performance against plan. · Attention directing: Provides a basis for identifying and understanding the potential impact of performance problems. · Problem solving: Provides the background and basis for “testing” solutions to performance problems.
	2. Maintain the Baseline (Scope, Schedule, and Budget) The effectiveness of the Baseline to the project team is only as good as its accuracy. The project team should “freeze” the original Baseline data and maintain a “current” Baseline by updating it on a regular basis to incorporate changes and current information. Whenever scope, schedule, or assigned resources change, a corresponding budget change is required.
	3. Monitor Performance: Scope Verification: · Configuration – The project team must verify that the products being produced in the Pre-Construction Phase meet all of the requirements established for them and that they conform to WSDOT standards and specifications and comply with WSDOT policies. · Quality – The project Quality Plan should be frequently reviewed to verify that quality management actions are being performed as planned and with the results expected. Performance Measurement: As a part of assessing project performance against the Baseline, verify the following: · Actual Work Completed · Actual Schedule Consumed · Actual Costs/Budget Consumed Certain Regions and Organizations have specific methods and programs for measuring performance, including Earned Value Measurement Systems. Discuss plans for measuring project performance with Region/Organization Management.
	4. Identify Variances and their Sources Review each component of the Baseline and identify any significant differences between planned and actual performance. For each variance, determine the severity of impact and its source; i.e., the reasons why there was a variance and the conditions that led to it.
	5. Forecast Performance Before determining a course of action to correct a variance, evaluate the Baseline for the remainder of the project and determine the probable outcome at completion for each component. The re-evaluation of the work to be completed provides the understanding needed to develop and integrate recovery plans.
	6. Manage Variances Understanding the severity of the variance and its impact on the remainder of the work, the project team must decide how to adjust performance and conditions to avoid further impact and to recover from the variance. Recovery Plans should be developed in the context of the remaining work. For example, directing resources to complete work that has fallen behind schedule should not create resource problem with work yet to be completed; adding resources will impact the budget for completing the work (hence, budgets must be adjusted). Use the Performance Baseline to “test” the impact of Recovery Plans. Adjust the Performance Baseline.
	7. Obtain Endorsement: · Project Team · Region or Organization Management · Stakeholders
Products:	· Current Project Management Plan · Management Reports · Recovery Plans
Guidelines:	N/A