Open Standard · M6 Governance & Change
M6.1 Project Controls Strategy & Governance
Knowledge
Articles and chapters
- M1.5 — Data Quality, Integration & Traceability21 Oct 2026
By the end of this section, the learner should be able to establish and operate a project-controls data environment in which important information is complete enough, accurate enough, timely enough, consistent enough and traceable enough to support management decisions.
- M2.1 — Planning & Schedule Development21 Oct 2026
By the end of this section, the learner should be able to turn authorised scope and an agreed delivery strategy into a credible, structured and maintainable project schedule that explains what work must be performed, in what broad sequence, and over what durations and calendars etc.
- M1.1 — Scope & Work Breakdown Structures21 Oct 2026
By the end of this section, the practitioner should be able to take an authorised project scope and turn it into a Work Breakdown Structure.
- M1.2 — Coding & Control Structures21 Oct 2026
By the end of this section, the practitioner should be able to design and apply a coherent set of coding and control structures that allows project information to be organised, integrated, aggregated, reconciled and reported without repeatedly rebuilding the underlying data.
- M1.3 — Integrated Baselines21 Oct 2026
By the end of this section, the practitioner should be able to establish, test and explain an integrated project baseline that brings authorised scope, schedule, budget, assumptions, progress rules and accountability into one coherent reference position.
- M1.4 — Progress Measurement21 Oct 2026
By the end of this section, the learner should be able to design, apply and challenge progress-measurement rules that convert evidence of completed work into a credible statement of physical accomplishment. They should be able to choose an appropriate measurement method.
- M6.5 — Claims & Forensic Analysis20 Oct 2026
1. Practical outcome The learner should be able to preserve relevant records, define a forensic question, establish a reliable chronology, test cause and effect across schedule and cost, distinguish facts from assumptions and produce reproducible findings. They should understand how project-controls…
- Project Controls Open Standard17 Oct 2026
Collaborative work -n-progress contributed by members and experts from across the community cadre.The Project Controls Open Standard brings together practical project controls knowledge in one free,…
- M6.4 — Assurance & Control Reviews17 Oct 2026
1. Practical outcomeThe learner should be able to plan and conduct a proportionate review of project-controls data, processes and outputs; test evidence against stated criteria; identify material weaknesses; communicate their consequences; and verify corrective action. They should distinguish…
- M6.3 — Baseline Change & Configuration Control17 Oct 2026
1. Practical outcomeThe learner should be able to turn a bounded approval into a verified revision of the affected scope, schedule, budget, progress, risk and configuration records. They should preserve previous baselines, maintain relationships between approved, forecast and as-built information,…
Discussions
1,121 discussions
- 0repliesPP Guild DevelopmentPlanning & Project Controls Accreditationby Mike Testro· 14 years ago
- 0repliesThe PMI Global Congress 2012 - North AmericaProject Management Issues Discussionby Emily Foster· 14 years ago
- 0repliesProject Control Method StatementProject Management Issues Discussionby Rowstone Fausto· 14 years ago
- 0repliesDo You To-Do?Project Management Issues Discussionby Colin Peters· 14 years ago
- 0repliesNew ISO 21500 Guide to Project Management Is Nearly Upon UsProject Management Issues Discussionby Emily Foster· 14 years ago
- 0repliesDeltek Sold!Project Management Issues Discussionby Emily Foster· 14 years ago
- 0replies3D Work Breakdown StructureProject Management Issues Discussionby Jean-Yves Moine· 14 years ago
- 0repliesDistributed Agile Teams: Making them WorkProject Management Issues Discussionby Colin Peters· 14 years ago
- 0repliesMake Your PMO More Effective With Learning TransferProject Management Issues Discussionby Emily Foster· 14 years ago
- 0repliesThe Barometer on Change: 5 Themes for ChangeProject Management Issues Discussionby Colin Peters· 14 years ago
991–1,000 of 1,121
Blogs
Thought leadership
- How Project Planners Should Deal with a Difficult Client PMO17 Oct 2026
Ten ways to keep your client happy, protect your construction programme and build stronger working relationships.Every construction planner knows that keeping the client happy matters. But what…
Sunchana Johnston
- PROCEDURES No 16 – Quality Standards23 Aug 2026
Fed up with adverts from software companies and consultancies that are going to change the world of Planning and solve all your project problems? This series of occasional articles promises nothing but thought provoking questions on how well we understand the basics of our profession from the…
PP Admin
- Sunchana’s P6 Lancelot Meets OPC Star Wars10 Aug 2026
Several months ago, I was engaged as the planning lead with one of the most significant infrastructure organisations.My assignments appeared straightforward: to provide independent planning expertise and advise senior stakeholders on the most appropriate software solution to support the extensive…
Sunchana Johnston
- Programme Planning Standards: The Rules of the Game5 Jul 2026
Programme Planning Standards: The Rules of the GameStudies consistently show that organisations with mature project management practices achieve better delivery outcomes than those with ad hoc approaches. Yet one of the simplest disciplines is often overlooked—agreeing a common Programme Planning…
Sunchana Johnston
- Managing Project Assumptions & Risks4 Sept 2023
We make hundreds of assumptions and take small risks daily. Without them, we would spend innumerable hours worrying about everything. We assume our car will start. Our air conditioner will work. The weather forecast is accurate. These daily assumptions are banal. Recovering from these risks may be i
Alan Zucker
- Forming a Team? Plan for Success5 Nov 2018
Remember the last time you joined a new team or organization. What was it like? Was it awkward? Did you make decisions easily? Were expectations clear? Did the team gel immediately?You probably answered “No” to these questions. High-performing teams do not form quickly or naturally.
Alan Zucker
Jobs
Roles asking for this
- ManchesterPermanent EmploymentCivil / Building / E&M£100-130,000
- MacclesfieldPermanent EmploymentCivil / Building / E&M£95,000
- LondonPermanent EmploymentTBC
- LondonPermanent EmploymentCivil / Building / E&M£120,000
Norms & Rates
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Resources
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