Project Management
Chapter 11. Monitoring and Controlling
,11.0 Learning Objectives and Overview
Learning Objectives
1. Explain the monitoring and controlling process and differentiate between monitoring
and controlling.
2. Describe qualitative monitoring for project management knowledge areas except for
schedule and cost.
3. Describe Earned Value Management (EVM), a quantitative monitoring tool, to
monitor and control of the progress of project activities.
4. Define the change control process.
Overview
The monitoring and controlling process differentiates from other processes (i.e., initiating, planning,
executing, and closing out), in that, it spans throughout the whole project. Project managers should
ensure that everything is on track (e.g., scheduled activities are completed on time, there is no budget
overrun), and take the project back on track if it deviates from its three main baselines, which are triple
(iron) constraints, scope, schedule and cost, and other constraints such as quality and resources, and
the satisfaction of the client and stakeholder eventually. Project managers implement a holistic
approach by focusing on all the aspects of a project to keep the project on track and accomplish a
successful closeout where the client and stakeholders are satisfied with the project outcomes. There are
various techniques utilized to monitor and control the projects, which have been discussed in sections
11.2 and 11.3 in this chapter.
298
, Project Management
11.1 Monitoring and Controlling Project Work
Before the project gets approval to continue, business (or systems) analysts, or a team of analysts and
product owners combined with representatives of business units and other relevant stakeholders create
a business case and benefits realization management plan. Project managers may also participate in
this process if the organization has a PMO (see Chapters 2 and 3). At the very beginning of the project,
that is the initiation phase, the project charter is prepared, and with the approval of the project sponsor
and the client, project plans are built upon those documents and processes in order to elaborate on the
main pillars of the project (i.e., scope, schedule, cost, quality, risks, resources, and stakeholders). While
establishing a strong baseline is a key factor in project success, ineffective monitoring and controlling
can spoil all the efforts that were done to establish this strong baseline. Let’s remember the causes
which lead to project failure to meet the project activities as discussed in Chapter 1 under “1.4 Project
Success”. According to the PMI 2020 Pulse of the Profession report, the factors responsible for the
failure were listed as a lack of clearly defined and/or achievable milestones and objectives to measure
progress (37%), poor communication (19%), lack of communication by senior management (18%),
employee resistance (14%), and insufficient funding (9%). The monitoring and controlling process relies
on clearly defined milestones and objectives to measure progress. One of the key responsibilities of a
project manager is to monitor and control all the project work and ensure that everything is on track.
This process consists of tracking, reviewing, and reporting the overall progress to meet the
performance objectives defined in the project management plan.
It is important to note that it is much easier to monitor project success on small projects. Due to far
fewer team members, stakeholders, and complexities to consider, the project’s progress is more easily
observed. However, on higher complexity projects that require many people, who are often spread out
over different locations, project leaders are unable to use simple observation to assess progress. In
these instances, it is important to have more robust tools and techniques (see sections 1.2 and 1.3 for
qualitative and quantitative monitoring tools) that monitor the success of the full project team.
The project team evaluates its performance against the plans that have been developed. Every project
requires a monitoring and control system. This system considers the following:
1. What information is needed and how should it be collected?
2. When (and with what frequency) should this information be collected?
3. Who should collect and analyze this information?
4. How should this information be represented from a reporting perspective?
5. Who should prepare the reports?
6. Who should receive the reports?
Monitoring and controlling project work allows stakeholders to understand the current state of the
299
, Project Management
project, recognize the actions taken to address any performance issues, and have visibility into the
future project status with cost and schedule forecasts. It is important to note that it is much easier to
monitor the progress and performance issues on small projects. Due to far fewer team members,
stakeholders, and complexities to consider, the project’s progress is more easily observed. However, in
more complex projects that require many people, who are often spread out over different locations,
project leaders are unable to use simple observation to assess progress. In these instances, it is
important to have more robust tools and techniques that monitor the success of the full project team
(see Sections 11.1.2, 11.2, and 11.3 below).
11.1.1 The Difference between Monitoring and Controlling
Although the process is traditionally named “monitoring and controlling”, we should know that there
are differences between these two concepts. Controlling cannot be carried out by the project team if
monitoring has not been done properly or at all. Thus, monitoring leads to controlling while controlling
may require more monitoring if controlling determines that sufficient information couldn’t be derived
from the monitoring process.
Let’s clarify the distinction between monitoring and controlling.
Monitoring
Collecting project performance data
Producing performance measures
Reporting and disseminating performance information
Controlling:
Comparing actual performance with planned performance
Analyzing variances
Assessing trends to affect process improvements
Evaluating possible alternatives
Recommending appropriate corrective action as needed
As seen above, we collect the data and analyze them to create performance measures. For example, our
project dashboard can indicate our current status regarding the schedule and budget. We can also have
a detailed Excel file exhibiting our day-to-day activities and actual costs. If this data is produced
properly, we can continue with the controlling first by comparing the actual performance with planned
performance, that is the project baseline. After we evaluate the variances and trends, we can evaluate
possible alternatives to recommend corrective actions.
Monitoring and controlling process involves regularly measuring progress on a project to ensure it
continues meeting objectives and addressing current organizational needs. It involves determining what
corrective action is required, when it must occur, and who must do it. Monitoring begins at the very
beginning of the project (initiation) and increases in density in the planning phase because it is easy to
300
Chapter 11. Monitoring and Controlling
,11.0 Learning Objectives and Overview
Learning Objectives
1. Explain the monitoring and controlling process and differentiate between monitoring
and controlling.
2. Describe qualitative monitoring for project management knowledge areas except for
schedule and cost.
3. Describe Earned Value Management (EVM), a quantitative monitoring tool, to
monitor and control of the progress of project activities.
4. Define the change control process.
Overview
The monitoring and controlling process differentiates from other processes (i.e., initiating, planning,
executing, and closing out), in that, it spans throughout the whole project. Project managers should
ensure that everything is on track (e.g., scheduled activities are completed on time, there is no budget
overrun), and take the project back on track if it deviates from its three main baselines, which are triple
(iron) constraints, scope, schedule and cost, and other constraints such as quality and resources, and
the satisfaction of the client and stakeholder eventually. Project managers implement a holistic
approach by focusing on all the aspects of a project to keep the project on track and accomplish a
successful closeout where the client and stakeholders are satisfied with the project outcomes. There are
various techniques utilized to monitor and control the projects, which have been discussed in sections
11.2 and 11.3 in this chapter.
298
, Project Management
11.1 Monitoring and Controlling Project Work
Before the project gets approval to continue, business (or systems) analysts, or a team of analysts and
product owners combined with representatives of business units and other relevant stakeholders create
a business case and benefits realization management plan. Project managers may also participate in
this process if the organization has a PMO (see Chapters 2 and 3). At the very beginning of the project,
that is the initiation phase, the project charter is prepared, and with the approval of the project sponsor
and the client, project plans are built upon those documents and processes in order to elaborate on the
main pillars of the project (i.e., scope, schedule, cost, quality, risks, resources, and stakeholders). While
establishing a strong baseline is a key factor in project success, ineffective monitoring and controlling
can spoil all the efforts that were done to establish this strong baseline. Let’s remember the causes
which lead to project failure to meet the project activities as discussed in Chapter 1 under “1.4 Project
Success”. According to the PMI 2020 Pulse of the Profession report, the factors responsible for the
failure were listed as a lack of clearly defined and/or achievable milestones and objectives to measure
progress (37%), poor communication (19%), lack of communication by senior management (18%),
employee resistance (14%), and insufficient funding (9%). The monitoring and controlling process relies
on clearly defined milestones and objectives to measure progress. One of the key responsibilities of a
project manager is to monitor and control all the project work and ensure that everything is on track.
This process consists of tracking, reviewing, and reporting the overall progress to meet the
performance objectives defined in the project management plan.
It is important to note that it is much easier to monitor project success on small projects. Due to far
fewer team members, stakeholders, and complexities to consider, the project’s progress is more easily
observed. However, on higher complexity projects that require many people, who are often spread out
over different locations, project leaders are unable to use simple observation to assess progress. In
these instances, it is important to have more robust tools and techniques (see sections 1.2 and 1.3 for
qualitative and quantitative monitoring tools) that monitor the success of the full project team.
The project team evaluates its performance against the plans that have been developed. Every project
requires a monitoring and control system. This system considers the following:
1. What information is needed and how should it be collected?
2. When (and with what frequency) should this information be collected?
3. Who should collect and analyze this information?
4. How should this information be represented from a reporting perspective?
5. Who should prepare the reports?
6. Who should receive the reports?
Monitoring and controlling project work allows stakeholders to understand the current state of the
299
, Project Management
project, recognize the actions taken to address any performance issues, and have visibility into the
future project status with cost and schedule forecasts. It is important to note that it is much easier to
monitor the progress and performance issues on small projects. Due to far fewer team members,
stakeholders, and complexities to consider, the project’s progress is more easily observed. However, in
more complex projects that require many people, who are often spread out over different locations,
project leaders are unable to use simple observation to assess progress. In these instances, it is
important to have more robust tools and techniques that monitor the success of the full project team
(see Sections 11.1.2, 11.2, and 11.3 below).
11.1.1 The Difference between Monitoring and Controlling
Although the process is traditionally named “monitoring and controlling”, we should know that there
are differences between these two concepts. Controlling cannot be carried out by the project team if
monitoring has not been done properly or at all. Thus, monitoring leads to controlling while controlling
may require more monitoring if controlling determines that sufficient information couldn’t be derived
from the monitoring process.
Let’s clarify the distinction between monitoring and controlling.
Monitoring
Collecting project performance data
Producing performance measures
Reporting and disseminating performance information
Controlling:
Comparing actual performance with planned performance
Analyzing variances
Assessing trends to affect process improvements
Evaluating possible alternatives
Recommending appropriate corrective action as needed
As seen above, we collect the data and analyze them to create performance measures. For example, our
project dashboard can indicate our current status regarding the schedule and budget. We can also have
a detailed Excel file exhibiting our day-to-day activities and actual costs. If this data is produced
properly, we can continue with the controlling first by comparing the actual performance with planned
performance, that is the project baseline. After we evaluate the variances and trends, we can evaluate
possible alternatives to recommend corrective actions.
Monitoring and controlling process involves regularly measuring progress on a project to ensure it
continues meeting objectives and addressing current organizational needs. It involves determining what
corrective action is required, when it must occur, and who must do it. Monitoring begins at the very
beginning of the project (initiation) and increases in density in the planning phase because it is easy to
300
