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Control Accounts

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Control Accounts are specific points within the Work Breakdown Structure (WBS) where management of scope, schedule, cost, and performance of a segment of the project is integrated and controlled. They serve as management control points where the comparison of actual performance to planned performance is made. In the context of developing the WBS, control accounts are established at selected points to accumulate and analyze work performance data. Each control account is associated with one or more work packages, and each work package belongs to only one control account. This hierarchical relationship allows for efficient tracking and management of project performance at different levels. Control accounts provide a clear framework for responsibility assignment. They are often linked to organizational elements (via the Organization Breakdown Structure) to indicate who is accountable for the work and its performance. This association helps in ensuring that accountability is established for each segment of the project. One of the key benefits of control accounts is their role in Earned Value Management (EVM). They are the points where actual costs are compared to budgeted costs and earned value is calculated. By measuring the value of work performed and comparing it to the actual costs and planned value, project managers can assess cost and schedule performance. This enables proactive management, as variances can be identified early, and corrective actions can be taken to mitigate risks. Control accounts also facilitate more accurate forecasting of project costs and completion dates. By analyzing performance data at these control points, project managers can update estimates and make informed decisions about resource allocation and scheduling. In summary, control accounts are essential components in the development of the WBS, providing structured oversight of project performance. They enable integration of scope, cost, and schedule at key points, support accountability, and enhance the ability to manage the project proactively through timely analysis of performance data.

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PMI-SP - Developing the Work Breakdown Structure (WBS) Example Questions

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Question 1

What is the primary purpose of a Control Account in project scheduling?

Correct Answer: To summarize schedule data for monitoring detailed work packages at a higher level

The primary purpose of a Control Account in project scheduling is to summarize schedule data for monitoring detailed work packages at a higher level. This is essential for project management as it: 1. Provides a management-level view of the project progress 2. Combines related work packages into a manageable reporting unit 3. Enables efficient monitoring of project performance at a summary level 4. Facilitates better control and decision-making The other options are incorrect because: - Tracking schedule variances and performance metrics is a function of performance measurement baseline, not specifically a Control Account - Resource allocation tracking at the activity level is too detailed for a Control Account, which operates at a higher summary level - Maintaining detailed documentation of schedule changes is a function of change control and configuration management, not a Control Account A Control Account serves as a management control point where scope, budget, actual cost, and schedule are integrated for performance measurement.

Question 2

At what project management level are Control Accounts typically established?

Correct Answer: Where WBS and organizational breakdown structure intersect

Control Accounts (CAs) are established at the intersection of the Work Breakdown Structure (WBS) and the Organizational Breakdown Structure (OBS). This is the correct management point because: - It defines where management responsibility meets technical scope - It enables clear accountability for work packages - It creates a natural point for cost and schedule integration - It facilitates performance measurement and earned value management The other options are incorrect because: - The project schedule network diagram level is not relevant for establishing CAs, as it's primarily used for sequencing activities - Milestones are points in time and not appropriate for establishing ongoing control mechanisms like CAs - Resource calendars and deliverable overlaps do not provide the necessary management control structure that CAs require for effective project monitoring and control

Question 3

What best describes how Control Accounts affect the Work Breakdown Structure (WBS) decomposition?

Correct Answer: They represent points where cost and schedule are integrated for performance measurement

Control Accounts are management control points where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement. They are the key points in the WBS where project performance is measured and analyzed. The correct answer reflects this fundamental purpose - Control Accounts serve as integration points for cost and schedule performance measurement. The other options are incorrect because: - Control Accounts are not mandatory review points for work packages by stakeholders - They do not establish or limit the depth of WBS decomposition - They are not related to team member assignment points for schedule activities Control Accounts are typically placed at selected management points in the WBS to facilitate effective project control and performance measurement. They represent where the integration of scope, schedule, and cost occurs for EVM purposes.

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