Project Monitoring

and Control

Outlines of Discussion
Project Monitoring and Control The phase
& cycle
What is Project Monitoring & Control?
Project Monitoring - what, why, where,
when, how? Benefits?
Reporting, meeting & management aspect
of Project Monitoring
Project Control - Parameters
Project Control: The Big Picture

5 Phases of Project
Management

FEASIBILITY

DESIGN,
PLANNING

EXECUTION

CLOSEOUT
CLOSEOUT

Monitoring & Control

Actual Start of Project

OPERATIONS

Plan-Monitor-Control Cycle
Closed loop
Planning-monitoring-controlling effort
often minimized to spend time on
the real work
And were going to keep
having these meetings until
we find out why nothings
getting done

Plan-Monitor-Control Cycle

PLAN

CONTROL/ ACTION

MONITOR

COMPARE

Plan-Monitor-Control Cycle

CONTROL/
ACTION
Performance
analysis/

PLAN
Specifications
Project Schedule
Project budget
Resource plan
Vendor contracts
MONITOR
Record status
Report progress
Report cost

Correct
deviations
from plan
RE-PLAN as
necessary

COMPARE
Actual status
against plan
-Schedule
-Cost

What is it ?
Project Monitoring and Control is
not only
Monitoring collecting, recording, and
reporting information concerning project
progress & performance

Controlling uses monitored information

to align actual performance with the plan

Contd..
Monitoring and controlling
involves regularly measuring progress
to ensure that the project is meeting its
objectives
and addressing current business needs
within timeframe, budgets as per the scope
and quality of the projects.
The project manager and other staff
monitor progress against plans
and take corrective action when necessary.
8

Monitoring & Control: As a Process

Detect
deviations

Monitoring

Control

1. Measurement
2. Reporting

1. Performance Analysis, Actions

2. Revised Plans, Cash Flows, Schedules, etc.

Correct
Deviations

Project Monitoring
Why do we monitor?
What do we monitor?
When to we monitor?
How do we monitor?
10

Why do we monitor?

Simply because
we know that
things dont
always go
according to plan
(no matter how
much we prepare)

To detect and
react appropriately
to deviations and
changes to plans

11

What do we monitor?

Men (human
resources)

Scope

Machines

Time

Materials

Tasks

Money

Quality/Technical
Performance

When do we monitor/Frequency?
Continuously
Regularly Daily, Weekly, Monthly
Logically
While there is still time to react
As soon as possible
At task completion
At pre-planned decision points (milestones)
13

Where do we monitor?
At head office?
At the site office?
On the spot?

Depends on situation and the

what

14

How do we monitor
Through meetings with clients, parties
involved in project (Contractor, supplier,
etc.)
For schedule Update CPA, PERT Charts,
Update Gantt Charts
Milestones
Tests and inspections
PMIS (Project Management Info Sys)
Updating
Collection, Recording and Reporting
15

Benefit and level of

Monitoring
A properly designed control system helps
management at various levels to perform their
factions effectively and efficiently for achieving
overall project objectives

Director/V
Ps

Strategic
Control

General Manager /
Project Managers

Dept. G. /Senior Managers

Supervisors/Engineers

Project
Control
Process
Control
Operational
Control

Reporting
Reports

Project Status Reports

Time/Cost Reports
Variance Reports
Impact of Electronic Media

Cautions
Not all stakeholders need to receive same
information
Avoid periodic reports
Work with the organizations information
system

17

Performance Reporting
keeps stakeholders informed about how
resources are being used to achieve project
objectives.
Status reports
describe where the project stands at a
specific point in time.
Progress reports
describe what the project team has
accomplished during a certain period.
Forecasts
predict future project status and progress
based on past information and trends.
18

Meetings
Purpose of Meetings
Leadership
Team building
Group decision making
To solve the project related problems for
timely completion of the project without
cost overrun
Avoid routine weekly progress report

19

Meeting Guidelines
Distribut
e written
agenda
in
advance
of
meeting

Chair of
meeting
should
take
minutes

Ensure
everyon
e is
properly
prepared
for
meeting

Avoid
excessiv
e
formality

avoid
attributin
g
remarks
to
individua
ls in the
minutes

If meeting is
held to
address
specific crisis,
restrict
meeting to
this issue
alone

20

Management issues of monitoring..

What problems do you have and what is being
done to correct them?
What problems do you anticipate in the future?
Do you need any resources you do not yet
have?
Do you need information you do not have yet?
Do you know anything that will give you
schedule difficulties?
Any possibility your task will finish early/late?
Will your task be completed under/over/on
budget?

 so the project manager or

concerned team must be
clear and honest in
communicating project
status.
By no means should
project managers create
the illusion that the
project is going fine
when, in fact, serious
problems have
emerged.
Need to alert top
management when
conficts arise

Top
managem
ent hates
surprises,

22

..No Surprises..

23

so that the project can proceed

as planned.
is a tool used to document and
monitor the resolution of project
issues.
is a matter under question or
dispute
that could impede project
success.
how they will identify and resolve
issues with stakeholders.

Its important to
resolve issues as
soon as possible
An issue log
An issue
Project managers
must address

Managing Stakeholders

24

Time (schedule)
Cost (budget,
expenses, etc)
Performance
(specifications, testing
results, etc.)

Control
the
triple
constrai
nts

Project Control - Parameters

PM Control - Activities
Process Reviews
Personnel Assignments
Resource Allocations
Like a closed loop control system
25

Project Control: The Big Picture

Give
n
Project
is Offtrack

Project Control: The Big Picture

Give
n
Project
is Offtrack

Monitoring indicates that:

- Project is behind time-schedule, and/or
- Project has exceeded budget, and/or
- Quality of materials or finished work is below
standard, and/or
- Productivity is lower than as planned, etc.

Project Control: The Big Picture

Give
n
Project
is Offtrack

Resources
for PC (the 4Ms)

Project Control: The Big Picture

Give
n
Project
is Offtrack

Resources
for PC (the 4Ms)

Resources available to the Project Manager for Project

Control:
- Money
- Manpower (labor)
- Materials
- Machinery (Equipment)

Project Control: The Big Picture

Give
n
Project
is Offtrack

Resources
for PC (the
4-Ms)

Mechanism and
Elements of PC

Adjust the
resources
Adjust the
project
characteristics:
size, scope, etc

Project Control: The Big Picture

Resources
for PC (the
4-Ms)

Give
n
Project
is Offtrack

resourc
es

Mechanism and
Elements of PC

Adjust the
resources

More labor? Better labor?

Adjust the
project
Better supervision?
characteristics:
More materials? Better
size, scope, etc
materials?
More equipment? Better
equipment?
More money? Reduce project size? Reduce project scope?
project

Terminate project?

Project Control: The Big Picture

Give
n
Project
is Offtrack

Resources
for PC (the
4-Ms)

Mechanism and
Elements of PC

Adjust the
resources
Adjust the
project
characteristics:
size, scope, etc

output

Project
brought
back
on-track

Tools for Control

Variance Analysis
Trend Projections
Earned Value Analysis
Critical Ratio
33

Summary
Plan-Monitoring-Control a closed loop continuous
process
Monitoring and controlling involves regularly
measuring progress to ensure that the project is
meeting its objectives and addressing current
business needs.
Monitoring and controlling outputs related to
communications management include performance
reports, forecasts, and resolved issues.
Management issues of project Monitoring involves
analytical and fair approach to monitoring,
34
managing stakeholders than the mere reporting.

Summary
Resources for Project Control(PC) are 4 Ms and
mechanism of PC is the adjustment of resources
Main parameters for controlling are time, cost, and
quality. Monitoring and controlling outputs related
to time, cost, and quality management include
schedule control, cost control, and quality control.
Unique outputs include performance
measurements, forecasted completion, and qualitycontrol measurements.

Tools for Control are Variance Analysis, Trend

Projections,
35
Earned Value Analysis and
Critical Ratio