• Monitoring project performance by measuring it against the project management plan in terms of parameters such as cost, schedule, and scope
• Monitoring the project by collecting information to support status reporting, progress measurement, and predictions
• Evaluating performance to determine whether it needs to be controlled by taking corrective or preventive actions
• Monitoring risks by tracking and analyzing the already identified project risks and by identifying new risks
• Controlling risks by managing the execution of risk response plans when the risks occur
• Maintaining an accurate and timely information base regarding the project as it progresses
• Monitoring and controlling changes and monitoring the implementation of approved changes
• Monitoring and controlling quality and administering procurements
The Monitor and Control Project Work process is illustrated in the picture below:
Inputs to the Process:
The major input to this process is the performance reports, which are compared to the performance baseline in the project management plan. From this comparison, some changes may be requested as an output of this process, which may include recommendations for corrective actions, preventive actions, and defect repairs. The performance report consists of current project status, accomplishments, scheduled activities, forecasts, and current issues. This report is generated by using the Report Performance process which will be discussed in the next section.
Enterprise environmental factors used as input to this process include project management information systems, work authorization systems of the performing organization, risk tolerance level of the stakeholders, and industry and government standards.
The organizational process assets that can be used to perform this process include financial control procedures, the company’s communication requirements, management procedures regarding issues and defects, risk control procedures, process measurement database, and lessons learned from past projects.
Tools & Techniques used in this Process:
Apart from your expertise as project manager, there is no other tool or technique that is used as part of monitoring & controlling the project work.
Output of the Process:
As a result of performing this process, you may need to update some parts of the project management plan, such as scope baseline, schedule baseline, cost baseline, schedule management plan, cost management plan, and quality management plan. These updates often result from change requests made by various monitoring and controlling processes.
As mentioned earlier, change requests arising from monitoring and controlling the project or originating from any other source, such as the stakeholders, must be processed through the integrated change control process formally called Perform Integrated Change Control.
Actually, one of the important tasks of monitoring and controlling the project is to influence the factors that tend to circumvent the integrated change control process and ensure that only those changes that are approved through the integrated change control process are implemented.
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