ABSTRACT
This chapter discusses the project control steps—measuring, evaluating, and correcting—and examines why a public sector manager's attention to each step is needed to keep the project under control during the execution stage. Dolan maintained that for mayors of small municipalities, in particular, proper management of public building, construction projects can often become the key to their legacy. At the federal level, that standardization has been around for many years in the form of a process known as Earned Value Analysisor Earned Value Management. Public sector project managers must, in fact, be vigilant, major cost issues-cost overruns and cost growth. In addition to monitoring project progress, making needed corrections, and carefully reviewing change orders, managers can keep projects under control by enforcing contract provisions when necessary that protect the public jurisdiction's interests. The planning, the selection of the project team and the contractors and consultants, and the drafting and signing of all or most of the contracts have largely been completed.
