monitor and control process group part two

Monitoring & Controlling

Process Group

Project Management Processes PMBOK 5th Edition

Hossam Maghrabi, PMP

Monitoring & Controlling Processes & Knowledge Areas

Controlling Changes & Recommending Corrective or Preventive Action.

Monitoring the Ongoing Project Activities against the Project’s Plans & Performance Measurement

Baseline.

Measured & Analyzed at Regular Intervals, Appropriate Events, or Exception Conditions to identify

variances from the project management plan & identifies any areas requiring additional attention.

Control Schedule:Data Flow Diagram

The process of Monitoring

the Status of Project

Activities To Update Project

Progress & Manage Changes

to the Schedule Baseline

to Achieve the Plan.

It provides the means to

Recognize Deviation from the

Plan & Take Corrective &

Preventive Actions & thus

minimize risk.

http://www.pm-primer.com/control-schedule/

http://www.pm-primer.com/control-schedule/

Control Schedule: General Note:

The Process of Control Schedule helps to,I. Capture The Current Schedule Status,

II. Determine The Variance from the Schedule Baseline,

III. Understand The Nature of the Variance & Its Causes,

IV. Respond by Taking Appropriate Corrective / Preventive Actions.

Important Aspects of Schedule Control include, Determining the Cause & Degree of Variance.

Estimating the Implications of those variances for Future Work To Completion,

Deciding whether Corrective or Preventive Action is required.

The Key Principle, The Schedule should be Controlled Proactively by The Project Manager by

Influencing Changes Before they Affect The Project.

Control Schedule:Inputs

1. Project Management Plan -The Schedule Management Plan describes how the schedule will be managed and controlled

The Schedule Baseline to compare with Actual Results & determine if a Change, Corrective or

Preventive action is necessary.

2. Project Schedule - The most recent version with notations to indicate Updates, Completed

Activities, & Started Activities.

3. Work Performance Data - Information about Project Progress such as which

activities have started, their progress (e.g., actual duration, remaining duration, and physical percent

complete), & which activities have finished.

4. Project Calendars - Schedule model may require more than one project calendar to allow

for different work periods for some activities to calculate the schedule forecasts.

5. Organizational Process Assets - Existing formal and informal schedule control-

related policies, procedures, and guidelines; Schedule control tools; Monitoring and reporting

methods to be used……

Control Schedule:Tools & Techniques (T&T)

1. Performance Reviews - Measure, compare, and analyze schedule performance.

I. Trend Analysis - Please refer to Planning Process Group Part two - [ Control Project Work ].

II. Critical Path Method & Critical Chain Method - Please refer to Planning Process Group Part two - [ Develop

Schedule Process ].

III. Earned Value Management,

2. Project Management Software - Provides the ability To Track,

1. Planned Dates Versus Actual Dates to Report Variances.

2. Progress Made Against the Schedule Baseline.

3. Forecast the Effects of Changes to the Project Schedule Model..

3. Resource Optimization Techniques - Please refer to Planning Process Group Part two - [ Develop

Schedule Process ].

4. Modeling Techniques - Please refer to Planning Process Group Part two - [Develop Schedule Process ].

5. Leads and Lags - Please refer to Planning Process Group Part two - [ Sequence Activities Process ].

6. Schedule Compression - Please refer to Planning Process Group Part two - [Develop Schedule Process ].

7. Scheduling Tool - Please refer to Planning Process Group Part two - [ Develop Schedule Process ].

Control Schedule:Tools & Techniques (T&T)

Control Schedule:Outputs

1. Work Performance Information - The Calculated SV & SPI for WBS

components, in Particular the Work packages & Control accounts, are documented &

communicated to stakeholders.

2. Schedule Forecasts - Estimates or Predictions of Conditions & Events in The Project’s

Future Based On Information & Knowledge Available At the Time Of the Forecast.

– Forecasts are Updated & Reissued Based On Provided Work Performance Information During Project

Execution.

3. Change Requests - Schedule Variance Analysis may result in Change Requests to the

Schedule Baseline, Scope Baseline, and/or other components of the project management plan.

4. Project Management Plan Updates- Schedule Baseline, Schedule Management

Plan, Cost Baseline.

5. Project Documents Updates- Schedule Data, Project Schedule, Risk Register

6. Organizational Process Assets Updates - Lessons Learned from Project

Schedule Control

Control Costs:Data Flow Diagram


the Status of the Project to

Update the Project Costs &

Managing Changes to the

Cost Baseline.

It provides the means to

Recognize Variance

from the plan in order to

Take Corrective Action &

Minimize Risk.

Control Costs:Inputs

1. Project Management Plan - Cost Management Plan , Cost Baseline……

2. Project Funding Requirements -Projected Expenditures plus Anticipated Liabilities.

3. Work Performance Data - Which activities started & their progress, which deliverables

have finished and Costs that have been authorized & incurred…….

4. Organizational Process Assets - Existing formal & informal cost control-related

Policies, Procedures, Guidelines. Cost control tools. Monitoring and reporting methods…….

Control Costs:Tools & Techniques (T&T)

Much of the Effort of Cost Control involves Analyzing the Relationship Between The Consumption

of Project Funds To The Physical Work Being Accomplished for such Expenditures.

1. Earned Value Management (EVM)A Methodology that Combines Scope, Schedule, & Resource Measurements To Assess project

Performance & Progress.

EVM is a Commonly Used Method because the its Principles can be Applied to all Projects in Any Industry.

EVM Develops & Monitors Three Key Dimensions for each Work Package & Control Account:


Monitor The Variances From The Approved Baseline,

1. Earned Value Management (EVM)


SPI can used in conjunction with CPI to Forecast The Final Project Completion Estimates.

The Performance on The Critical Path Needs To Be Analyzed to determine whether the project will

Finish Ahead Of or Behind its Planned Finish Date.

Monitor The Variances From The Approved Baseline,

1. Earned Value Management (EVM)


2. Forecasting


3. To-Complete Performance Index (TCPI) -Measure of the Cost Performance that is Required To Be Achieved With The Remaining Resources.

It Expressed As The Ratio Of The Cost to finish the outstanding work to the Remaining Budget (A Specified Management Goal).

If The Cumulative CPI falls below the Baseline All the Project’s future work will need to be performed immediately in

the range of the TCPI (BAC) to stay within the Authorized BAC.

If BAC is no Longer Viable, The Project Manager should consider The Forecasted EAC.

Once approved, the EAC may replace the BAC in the TCPI calculation.


4. Performance Reviews - Compare Cost Performance Over Time, Schedule Activities or

Work Packages Over-Running & Under-Running The Budget, and Estimated Funds Needed To

Complete Work In Progress.

If EVM is Being Used, The Following Information is Determined:

I. Variance analysis - Explanation of Cause, Impact, & Corrective Actions For, Cost Variance (CV),

Schedule Variance (SV), and Variance At Completion (VAC = BAC – EAC) . If projects not using

EVM, similar Variance Analyses can be performed by Comparing Planned Activity Cost against

Actual Activity Cost to identify variances between The Cost Baseline & Actual Project Performance.

II. Trend Analysis - Examines Project Performance over time to determine if performance is

improving or not. Graphical Analysis Techniques are valuable for understanding performance to date.

III. Earned value performance - Compares the Performance Measurement Baseline to Actual

Schedule & Cost Performance. If EVM is not being used, then the analysis of The Cost Baseline

against Actual Costs for the Work Performed is used for Cost Performance comparisons.


5. Project Management Software - Often used to Monitor the Three EVM

Dimensions (PV, EV, AC), To Display graphical trends, & Forecast a range of possible final

project results.

6. Reserve Analysis -Monitor the Status of Contingency & Management Reserves to determine if these reserves are

still needed or if additional reserves need to be requested.

As Work On The Project Progresses, These reserves may be used as planned to cover the cost of

risk mitigation events or other contingencies. Or, if the probable risk events do not occur, the

unused contingency reserves may be removed from the project budget to free up resources for other

projects or operations.

Control Costs:Outputs

1. Work Performance Information - The Calculated CV, SV, CPI, SPI, TCPI, &

VAC values for WBS components, Work Packages & Control Accounts, are Documented &

Communicated to Stakeholders.

2. Cost Forecasts - A Calculated EAC value or A Bottom-Up EAC value is Documented &

Communicated to Stakeholders.

3. Change Requests - Analysis of project performance may result in a change request to the

Cost Baseline or other components of the project management plan.

4. Project Management Plan Updates - Cost Baseline, Cost Management Plan…..

5. Project Documents Updates - Cost estimates, Basis of estimates…..

6. Organizational Process Assets Updates - Lessons Learned …..

Control Communications:Data Flow Diagram

The process of Evaluated &

Controlled Project

Communications

To Ensure That The Right

Message is Delivered To The

Right Audience At The Right

Time & The Information

Needs Of The Project

Stakeholders are Met.

It Ensures an Optimal

Information Flow Among All

Communication Participants,

At Any Moment in Time

Throughout The Entire project

Life Cycle.

Control Communications:Inputs

1. Project Management Plan - Describes how Communications control will be performed

within the project.

Ex. Stakeholder communication requirements, Reason for the distribution of the information, Timeframe and

frequency for the distribution of required information, Individual or group responsible for communication of the

information, and Individual or group receiving the information.

2. Project Communications - Project communications come from multiple sources and

may vary significantly in their format, level of detail, degree of formality and confidentiality.

Ex. Deliverables status, Schedule progress, and Costs incurred.

3. Issue Log

4. Work Performance Data - Planned vs. Actual Technical Performance, Schedule

Performance, and Cost Performance.

5. Organizational Process Assets - Report templates, Specific communication

technologies available, Allowed communication media, Security requirements, Policies/standards

and procedures that define communications.

Control Communications:Tools & Techniques (T&T)

1. Information Management Systems - Provides a set of standard tools for the project

manager to capture, store, and distribute information to stakeholders about the project’s costs, schedule progress,

and performance.

2. Expert Judgment

3. Meetings

Control Communications:Outputs

1. Work Performance Information - Is the, Performance Data Collected from

various controlling processes, Analyzed in context, Integrated based on relationships across

areas & Circulated through communication processes.

2. Change Requests.

3. Project Management Plan Updates - Control Communications process may

trigger updates to the communications management plan as well as other components of the project

management plan (e.g. stakeholders and human resource management plans).

4. Project Documents Updates - Forecasts, Performance reports, Issue log….5.

6. Organizational Process Assets Updates - Report formats & Lessons learned

documentation….

Control Procurements:Data Flow Diagram

The process of Managing

Procurement Relationships,

Monitoring Contract Performance,

Making Changes & Corrections to

Contracts as appropriate.

To Ensures That Both The Seller’s

& Buyer’s Performance Meets

Procurement Requirements

according to the terms of the legal

agreement.

Control Procurements: General Note:

The Control Procurements process reviews and documents how well a Seller is

performing or has performed based on the contract and establishes corrective actions

when needed.

The Buyer & The Seller will Administer The Procurement To Ensure That, They meet their

Contractual Obligations & Own Legal Rights are Protected.

On Larger Projects with multiple providers, A Key aspect of contract administration is Managing Interfaces among the

Various Providers.

Control Procurements has a Financial Management Component That involves, monitoring payments

To the seller.

When Making Payments the suppliers have to insure that, Payment Terms defined within the contract are

met & Seller compensation is linked to Seller Progress, as defined in the contract. Also, there is a close

relationship of Payments Made to the Work Accomplished.

Control Procurements Capture the Necessary Details For Managing Any Early Terminations Of The

Contracted Work in Accordance With the Termination Clause of The Agreement. ( for Cause,

Convenience, or Default ). These Details are used in The close procurements process to terminate the

agreement.

Control Procurements:Inputs

1. Project Management Plan - Explain how the procurement processes will be managed

from developing procurement documentation through contract closure.

2. Procurement Documents - Contain complete supporting records for administration of

the procurement processes [ Procurement contract awards & The statement of work…..].

3. Agreements - Understandings between parties [ Understanding of the duties of each party…].

4. Approved Change Requests - Modifications to the terms & conditions of the contract,

statement of work, pricing, descriptions of the products, services, or results…..

– All Procurement-Related Changes are formally documented in writing & approved before being

implemented through the Control Procurements process.

5. Work Performance Reports - Technical documentation. Work performance

information...

6. Work Performance Data.

Control Procurements:Tools & Techniques (T&T)

1. Contract Change Control System - Explain how the procurement can be

modified. It is integrated with the Integrated Change Control System.

2. Procurement Performance Reviews - Review Seller’s progress to deliver project

Scope & Quality, Within Cost & on Schedule, compared to Contract.

– Conducted during Seller’s Execution of the Work & may be a part of Project Status Reviews

with respect to, The Procurement Statement Of Work, & Contract Non-Compliance.

– Include, Buyer inspections, Quality audits & Review of Seller-Prepared documentation……

3. Inspections & Audits - Conducted during execution of the project to verify compliance

in the Seller’s work processes or deliverables. It’s Specified in the procurement contract

– It’s required by the buyer & supported by the seller.

4. Performance Reporting - Provides management with information about how

effectively the seller is achieving the contractual objectives.

– Work Performance Data & Reports supplied by sellers are evaluated against the Agreement

Requirements then reported as appropriate.

Control Procurements:Tools & Techniques (T&T)

5. Payment Systems - All payments should be made & documented in strict accordance

with the Terms of the Contract.

– Payments to the seller Processed by the accounts Payable System of the Buyer After

Certification of Satisfactory work by an Authorized Person on the project team.

6. Claims Administration - Claims are Documented, Processed, Monitored, & Managed

throughout the contract life cycle, usually in accordance with the Terms of the Contract.

– Contested Changes & Potential Constructive Changes [ variously called Claims, Disputes,

or Appeals ] are those requested changes where he Buyer & Seller can't reach an agreement on

compensation for the change or can't agree that a change has occurred.

– If the Parties Themselves don’t Resolve a Claim, It may have to be handled in accordance

with Alternative Dispute Resolution (ADR) following procedures established in the Contract.

The preferred method is Settlement of all Claims & Disputes Through Negotiation.

7. Records Management System - It’s part of the Project Management Information

System[ PMIS ]. It is used by the project manager to manage contract & procurement

documentation and records.

Control Procurements:Outputs

1. Work Performance Information - By reporting on the performance of a vendor,

the organization increases knowledge of the performance of the procurement, which supports

improved forecasting, risk management, and decision making. Performance reports also assist in the

event there is a dispute with the vendor. Contract Compliance Reports help in

– Improved communications with vendors so that potential issues are addressed promptly to the

satisfaction of all parties.

– Provides procuring organizations (Buyer) a mechanism to track specific deliverables expected

and received from vendors.

2. Change Requests - Review & Approval through the Perform Integrated Change Control

process.

The Requested But Un-Resolved Changes Considers a Constructive Change To the Contract. Since

any of these Constructive Changes may be Disputed By One Party & Can Lead To a Claim Against

the Other Party, such changes are uniquely identified and documented by project correspondence.

3. Project Management Plan Updates - The procurement management plan,

Schedule baseline, Cost baseline……

4. Project Documents Updates.

Control Procurements:Outputs

5. Organizational Process Assets Updates -

– Correspondence, Contract terms and conditions often require written documentation of certain aspects

of buyer/seller communications, such as the need for warnings of unsatisfactory performance and requests for

contract changes or clarification. A complete and accurate written record of all written and oral contract

communications, as well as actions taken and decisions made, are maintained by both parties.

– Payment Schedules & Requests, All payments should be made in accordance with the procurement

contract terms and conditions.

– Seller Performance Evaluation Documentation, Seller performance evaluation

documentation is prepared by the buyer. These documents may form the basis for early termination of the

seller’s contract or determine how contract penalties, fees, or incentives are administered. The results of these

performance evaluations can also be included in the appropriate qualified seller lists.

Control Stakeholder Engagement:Data Flow Diagram


Overall Project Stakeholder

Relationships & Adjusting

Strategies & Plans for Engaging

Stakeholders.

It will Maintain or Increase the

Efficiency & Effectiveness

of Stakeholder Engagement

Activities as the Project Evolves

& its Environment Changes.

Control Stakeholder Engagement:Inputs

1. Project Management Plan -Explain how Control Stakeholder Engagement will be performed

2. Issue Log -Updated with New Identified Issues & Current Resolved Issues.

3. Work performance data -Ex. Reported Percentage of Work Completed, Technical Performance Measures, Start & Finish

Dates of Schedule Activities, Number of Change Requests, Number of Defects, Actual Costs,

Actual Durations…..

4. Project Documents -Project Schedule, Stakeholder Register, Issue Log, Change Log, & Project Communications.

Control Stakeholder Engagement:Tools & Techniques (T&T)

Stakeholder Engagement Activities are included in the Stakeholder Management Plan & are

Executed During the Life Cycle of the Project.

Stakeholder engagement should be Continuously Controlled.

1. Information Management Systems - A Standard Tool for the project manager

to Capture, Store, & Distribute Information to Stakeholders about the project cost, schedule

progress, and performance.

2. Expert Judgment - Identification & Listing of new Stakeholders, Re-assessment of

current Stakeholders.

Expert judgment can be obtained through individual consultations (such as one-on-one meetings or

interviews) or through a panel format (such as focus groups or surveys).

3. Meetings - Status Review Meetings are used to exchange and analyze information about

Stakeholder Engagement.

Control Stakeholder Engagement:Outputs

1. Work Performance Information - This information is communicated to the

appropriate stakeholders to provides status and progress information on the project at the level of

detail required by the various stakeholders.

Data Per Se aren’t used in the Decision-Making Process, because the meaning may be misinterpreted.

Information, however, is Correlated, Contextualized & Provides a Sound Foundation For Project Decisions.

2. Change Requests.

3. Project Management Plan Updates.

4. Project Documents Updates - Stakeholder register, Issue log…..

5. Organizational Process Assets Updates - Stakeholder notifications, Project reports,

Project presentations, Project records, Feedback from stakeholders, Lessons learned documentation.

Control RisksData Flow Diagram

The process of Implementing

risk Response plans, Tracking

identified risks, Monitoring

Residual risks, Identifying

new risks, & Evaluating risk

process effectiveness

throughout the project.

It improves efficiency of the

risk approach throughout the

project life cycle to

continuously optimize risk

responses.

Control RisksInputs

1. Project Management Plan.

2. Risk Register.

3. Work Performance Data.

4. Work Performance Reports.

Control RisksTools & Techniques (T&T)

1. Risk Reassessment - Project risk reassessments should be regularly scheduled based on

how the project progresses relative to its objectives.

2. Risk Audits - Risk audits examine and document the effectiveness of risk responses in

dealing with identified risks and their root causes, as well as the effectiveness of the risk

management process.

– The project manager is responsible for ensuring that risk audits are performed at an appropriate

frequency, as defined in the project’s risk management plan.

– The format for the audit and its objectives should be clearly defined before the audit is conducted.

3. Variance and Trend Analysis - For the purposes of controlling risks, trends in the

project’s execution should be reviewed using performance information. [ Earned value analysis and

other methods of project variance and trend analysis may be used. Deviation from the baseline plan

may indicate the potential impact of threats or opportunities ]

4. Reserve Analysis - Reserve analysis compares the amount of the contingency reserves

remaining to the amount of risk remaining at any time in the project in order to determine if the

remaining reserve is adequate.

Control RisksTools & Techniques (T&T)

5. Technical Performance Measurement -– Technical performance measurement compares technical accomplishments during project

execution to the schedule of technical achievement.

– It requires the definition of objective, quantifiable measures of technical performance, which

can be used to compare actual results against targets.

6. Meetings -– Project risk management should be an agenda item at periodic status meetings.

7. Risk Reassessment - Project risk reassessments should be regularly scheduled based on

how the project progresses relative to its objectives.

– The more often risk management is practiced, the easier it becomes.

– Frequent discussions about risk make it more likely that people will identify risks and

opportunities.

Control RisksOutputs

1. Work Performance Information - Provides a mechanism to communicate and support

project decision making.

2. Change Requests - Implementing contingency plans or workarounds sometimes results in a change

request.

3. Project Management Plan Updates,

4. Project Documents Updates, include

1. Outcomes of risk re-assessments, risk audits, and periodic risk reviews.

2. Actual outcomes of the project’s risks and of the risk responses.

5. Organizational Process Assets Updates - Include the probability and impact matrix

and risk register, Risk breakdown structure, and Lessons learned from the project risk management activities.

monitor and control process group part two

Leadership & Management