Monitor and Control Project Work

- is the process of tracking, reviewing, and reporting the progress to meet the
performance objectives defined in the project management plan. The key benefit of
this process is that it allows stakeholders to understand the current state of the
project, the steps taken, and budget, schedule, and scope forecasts.

MONITORING

- is an aspect of project management performed throughout the project.

- includes collecting, measuring, and distributing performance information, and
assessing measurements and trends to effect process improvements.

CONTROL

- includes determining corrective or preventive actions or replanning and following up on

action plans to determine whether the actions taken resolved the performance issue.
The Monitor and Control Project Work process is concerned with:

• Comparing actual project performance against the project management plan;

• Assessing performance to determine whether any corrective or preventive actions are
indicated, and then recommending those actions as necessary;
• Identifying new risks and analyzing, tracking, and monitoring existing project risks to
make sure the risks are identified, their status is reported, and that appropriate risk
response plans are being executed;
• Maintaining an accurate, timely information base concerning the project’s product(s)
and their associated documentation through project completion;
• Providing information to support status reporting, progress measurement, and
forecasting;
• Providing forecasts to update current cost and current schedule information;
• Monitoring implementation of approved changes as they occur; and
• Providing appropriate reporting on project progress and status to program management
when the project is part of an overall program.
Monitor and Control Project Work: Inputs

1. Project Management Plan

• Scope management plan
• Requirements management plan
• Schedule management plan
• Cost management plan
• Quality management plan
• Process improvement plan
• Human resource management plan
• Communications management plan
• Risk management plan
• Procurement management plan
• Stakeholder management plan
• Scope baseline
• Schedule baseline
• Cost baseline

2. Schedule Forecasts
- are derived from progress against the schedule baseline and computed time
estimate to complete (ETC). This is typically expressed in terms of schedule
variance (SV) and schedule performance index (SPI).
3. Cost Forecasts
- are derived from progress against the cost baseline and computed estimates to
complete (ETC). This is typically expressed in terms of cost variance (CV) and cost
performance index (CPI).
4. Validated Changes
Approved changes that result from the Perform Integrated Change Control
process require validation to ensure that the change was appropriately implemented. A
validated change provides the necessary data to confirm that the change was
appropriately executed.
5. Work Performance Information
- is the performance data collected from various controlling processes, analyzed
in context and integrated based on relationships across areas.
6. Enterprise Environmental Factors
The enterprise environmental factors that can influence the Monitor and Control
Project Work process include, but are not limited to:
• Governmental or industry standards (e.g., regulatory agency regulations, codes of
conduct, product standards, quality standards, and workmanship standards),
• Organization works authorization systems,
• Stakeholder risk tolerances, and
• Project management information system (e.g., an automated tool suite, such as a
scheduling software tool, a configuration management system, an information
collection and distribution system, or web interfaces to other online automated
systems).
 7. Organizational Process Assets

The organizational process assets that can influence the Monitor and Control Project
Work process include, but are not limited to:

• Organizational communication requirements;

• Financial controls procedures (e.g., time reporting, required expenditure and
disbursement reviews, accounting codes, and standard contract provisions);
• Issue and defect management procedures defining issue and defect controls, issue
and defect identification, and resolution and action item tracking;
• Change control procedures, including those for scope, schedule, cost, and quality
variances;
• Risk control procedures including risk categories, probability definition and impact,
and probability and impact matrix;
• Process measurement database used to make available measurement data on
processes and products; and
• Lessons learned database.

Monitor and Control Project Work: Tools and Techniques

1. Expert Judgment
- is used by the project management team to interpret the information provided by
the monitor and control processes.
2. Analytical Techniques
- are applied in project management to forecast potential outcomes based on
possible variations of project or environmental variables and their relationships
with other variables. Examples of analytical techniques used in projects are:
➢ Regression analysis,
➢ Grouping methods,
➢ Causal analysis,
➢ Root cause analysis,
➢ Forecasting methods (e.g., time series, scenario building, simulation, etc.),
➢ Failure mode and effect analysis (FMEA),
➢ Fault tree analysis (FTA),
➢ Reserve analysis,
➢ Trend analysis,
➢ Earned value management, and
➢ Variance analysis.
3. Project Management Information System
- which is part of enterprise environmental factors, provides access to automated
tools, such as scheduling, cost, and resourcing tools, performance indicators,
databases, project records, and financials used during the Monitor and Control
Project Work process.
4. Meetings
- may be face-to-face, virtual, formal, or informal. They may include project team
members, stakeholders, and others involved in or affected by the project. Types of
meetings include, but are not limited to, user groups and review meetings.
Monitor and Control Project Work: Outputs

1. Change Requests

As a result of comparing planned results to actual results, change requests may be issued
to expand, adjust, or reduce project scope, product scope, or quality requirements and
schedule or cost baselines. Change requests may necessitate the collection and
documentation of new requirements. Changes can impact the project management plan,
project documents, or product deliverables. Changes that meet the project’s change control
criteria should go through the integrated change control process established for the project.
Changes may include, but are not limited to, the following:

➢ Corrective Action—An intentional activity that realigns the performance of the

project work with the project management plan;
➢ Preventive Action—An intentional activity that ensures the future performance of the
project work is aligned with the project management plan; and
➢ Defect Repair—An intentional activity to modify a nonconforming product or
product component.

2. Work Performance Reports

- reports are the physical or electronic representation of work performance
information compiled in project documents, intended to generate decisions,
actions, or awareness.
- Examples of work performance reports include status reports, memos,
justifications, information notes, recommendations, and updates.
3. Project Management Plan Updates

Changes identified during the Monitor and Control Project Work process may affect the
overall project management plan. These changes, after being processed through the
appropriate change control process can lead to project management plan updates. Project
management plan elements that may be updated include, but are not limited to:

➢ Scope management plan

➢ Requirements management plan
➢ Schedule management plan
➢ Cost management plan
➢ Quality management plan
➢ Scope baseline
➢ Schedule baseline
➢ Cost baseline
4. Project Documents Updates

Project documents that may be updated include, but are not limited to:

➢ Schedule and cost forecasts,

➢ Work performance reports, and
➢ Issue log.