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Open Standard · M6 Governance & Change

M6.1 Project Controls Strategy & Governance

The learner should be able to design and operate a proportionate project-controls strategy: define what decisions the project needs, identify the information and controls that support them, assign ownership and authority, establish an integrated operating cycle, set escalation rules and verify that the arrangements work in practice. The output is a usable controls plan with clear interfaces, rather than a document that lists every possible technique.
1 knowledge pages1,127 discussionsRead M6.1 in the Open Standard text

Knowledge

Articles and chapters

  • M2.3 — Resources, Productivity & Schedule Optimisation

    By the end of this section, the learner should be able to test whether a logically valid schedule is actually deliverable with the people, skills, equipment, facilities and other constrained resources available to the project. They should be able to distinguish resource demand from capacity.

    21 Oct 2026
  • M2.2 — Logic, Critical Path & Float

    The learner should be able to construct and analyse a logically linked schedule, choose relationships, recognise missing or inappropriate logic, distinguish logic from constraints, identify critical and near-critical paths, understand total and free float, recognise negative or unusually high float.

    21 Oct 2026
  • M1.2 — Coding & Control Structures

    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.

    21 Oct 2026
  • M1.3 — Integrated Baselines

    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.

    21 Oct 2026
  • M1.5 — Data Quality, Integration & Traceability

    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.

    21 Oct 2026
  • M2.1 — Planning & Schedule Development

    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.

    21 Oct 2026
  • M1.1 — Scope & Work Breakdown Structures

    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.

    21 Oct 2026
  • M1.4 — Progress Measurement

    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.

    21 Oct 2026
  • M6.5 — Claims & Forensic Analysis

    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…

    20 Oct 2026
  • Project Controls Open Standard

    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,…

    17 Oct 2026

Discussions

1,121 discussions

  1. 0replies
    5 Reasons Why Change Initiatives Fail
    Project Management Issues Discussionby Emily Foster· 14 years ago
  2. 0replies
    Re-measurement contract
    Project Management Issues Discussionby Ronron Martinez· 14 years ago
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    Performance Factor Calculation
    Project Management Issues Discussionby Alfredo Vila· 14 years ago
  4. 0replies
    Four Types of Dependencies
    Project Management Issues Discussionby Colin Peters· 14 years ago
  5. 0replies
    3 Ways to Realize Project Benefits
    Project Management Issues Discussionby Emily Foster· 14 years ago
  6. 0replies
    Project Manager vs Scheduler - who to do what?
    Project Management Issues Discussionby Philip Tricon· 14 years ago
  7. 0replies
    Getting Things Done Through Others: A Framework For Influencing
    Project Management Issues Discussionby Colin Peters· 14 years ago
  8. 0replies
    Project Charter Classification in Process Group - Initiation
    Project Management Issues Discussionby Shah. HB· 14 years ago
  9. 0replies
    5 Myths About Using Social Media on Projects
    Project Management Issues Discussionby Colin Peters· 14 years ago
  10. 0replies
    The Problem of Co-Sponsorship
    Project Management Issues Discussionby Emily Foster· 14 years ago

1,001–1,010 of 1,121

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  • Managing Project Assumptions & Risks

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