2. At the end of this chapter…
• Develop and demonstrate use of a change
• Demonstrate how to monitor and control project
risks with various resolution strategies.
• Create and present a project progress report.
• Describe the importance of formal reporting and
• Demonstrate negotiating skills and Manage
conflicts during the project execution
3. At the end of this chapter…
• Describe project quality control tools, including
how and when to use each.
• Calculate current project schedule and budget
progress, and predict future progress, using
earned value analysis.
• Document project progress using MS Project.
4. Project Balanced Scorecard
• The concept behind a balanced scorecard
is that an organization needs to be
evaluated from the perspectives of
customer, internal business, financial, and
growth and innovation.
• If one considers a project as a temporary
organization, the same perspectives make
sense when monitoring and controlling a
5. Internal Project Issues
• All aspects of a project are important and
interrelated when determining progress
and results, a logical starting place is with
the project work that needs to be
• Closely related are the risks that may
impede the work and adequate
communication. Collectively, these form
the project’s internal issues. These issues
can be envisioned as the project’s nerve
6. Direct and Manage Project
• Directing and managing project work is
performing the work as defined in various
components of the project management plan,
including approved changes with an intent to
accomplish project objectives.
• When project managers authorize project work,
they should empower others to the extent
possible, yet control them to the extent
7. Monitor and Control Project Work
• It includes identifying work packages for tracking,
reviewing, and documenting the progress to ensure
that the project execution meets performance
• Monitor refers to reviewing the progress and
capturing project performance data and developing
performance measures; and communicating
• Control means assessing actual performance
obtained from monitoring a work element and
comparing it with planned performance and
8. Some of the monitoring and controlling
decisions are listed below:
1. If the actual progress is very different from the
original intent, the project charter needs to be
revisited to ensure that the project still makes
2. If progress is somewhat different from what
was planned but the charter is still a good
guide, perhaps the project plan needs to be
9. 3. If the project plan is still a useful guide, perhaps
minor adjustments need to be made in day-to-day
instructions within the project executing stage.
4. Finally, if the results indicate the customer is
ready to accept the project deliverables, perhaps it
is time to proceed into the project closing stage.
10. PERFORM INTEGRATED CHANGE CONTROL
• It is reviewing all change proposals, estimating
their impact on project goals wherever
appropriate, approving or declining changes,
and managing changes to deliverables,
schedules, budgets, and the project
• Change control is a process wherein change
proposals to various project planning elements
are acknowledged, formally documented, and
either approved or declined after review.
11. Monitoring Project Risk
During project planning, team normally develops a
risk management plan used to guide risk
monitoring and response activities.
• Monitor risks: process of adhering to the risk
response plan of tracking identified risks,
identifying new risks, monitoring residual risks,
and evaluating the effectiveness of the risk
response process throughout the project.
12. Implement Risk Responses
• Implement risk responses is the process where
when a risk event occurs or is quite likely to
occur soon, the person assigned to that risk
executes the strategy identified in risk
• Possible outcomes of implementing a risk
response include updates to the risk register,
approved change orders, and perhaps lessons
learned so that both this project and future
projects may avoid that same risk event in the
13. Manage Communications
It is the work connected with the project
communications plan, starting with planning
for it; generating it; organizing and sharing it;
and, finally, storing and disposing of it.
14. Collect information on executed
work and work in progress
Project managers gather data on the work
they have authorized so they can understand
the progress being made and answer these
• How well is this particular activity proceeding in terms of
time and budget?
• How well is the entire project proceeding in terms of time
• How much more money will need to be spent to finish?
• To what extent does the quality of this work meet
15. REPORT PERFORMANCE
• Includes gathering work performance data and using it to
create work performance information and reports. It is the
actual and raw observations and measurements during
execution of project activities.
• Work performance information is the performance data
collected from these processes, analyzed in context, and
then integrated, considering relations across areas.
• Work performance reports are the compilation of work
performance information in some physical or electronic
form that are presented as project documents intended to
16. Monitor Communications
• It is monitoring and controlling communications throughout
the project life cycle to make certain that the information
needs of all the project stakeholders are met.
• The project manager and core team often discuss whether
the project communications are following the plan, how
effective they are, and how to improve their effectiveness.
• Self-directed teams on agile projects are largely
empowered to decide what work to do and when to do it,
consistent with the prioritizing of deliverables by the
17. Customer Issues
• It is the process of using and improving the quality plan
and policy to perform tasks that will most likely lead to
creating project outputs to customers’ satisfaction.
• This forward-looking, broad management process (Quality
assurance) both ensures that work is performed correctly
and that key stakeholders are convinced that the work is
• Control quality: “the activities used to verify that
deliverables are of acceptable quality and that they are
complete and correct. Examples of quality control activities
include inspection, deliverable peer reviews, and the
Notes de l'éditeur
The fundamental reason for determining project progress and results comes down to one thing presenting actionable, decision-making information to project leaders.
To successfully accomplish all five aspects of project determination (direct, regulate, limit, decide, and conclude) in managing project progress, a project manager can think
in terms of a balanced scorecard approach.
Problems in any of them travel to all other project areas just as nerves in a body carry information throughout. When dealing with this project nerve center, project managers direct and manage project work; monitor and control the project work; perform integrated change control; implement risk responses monitor project risks; and manage and monitor communications.
This information is necessary for scheduling additional work, for understanding how the project is doing with respect to the schedule, and for quality purposes.