As an engineer, the scope of competences is not just being able to plan a good project, but to make sure that it’s well-performed, on time and on budget. In the past, traditional management was used for controlling and monitoring project’s development. That is, applying same objectives as for an ongoing business, such as return investment or some other mandated financial measure. But these objectives have a time horizon of one year, and they take in account just financial parameters. A project has a specific duration, and it’s as important to remain on budget as it is in schedule; not just at the end of the project, but in all stages of development. Still today, lots of projects fail due to a bad project managing, and depending on the dimension of the project, the enterprise can fail too. Project management as a branch of engineering has became more and more important over the years. It is taught in universities, MBS, leadership institutes, etc. Nowadays there are lots of techniques and ways for project managing, and a good decision maker must choose the most appropriate one depending on the project’s characteristics. The objective of this report is twofold: first, present a general overview of Project Control, focusing on Earned Value Management and its enhancing technique, Earned Schedule Management; second, give an insight of Dynamic Scheduling and how to link two powerful Project Management techniques, Risk Management and Earned Schedule Management. Basic knowledge of Project Management is assumed.

Outgoing