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Monitoring, Evaluation and Control
Lingos 4 week PMDPro course

• Change control
• Activity based budgets
• Earned Value Analysis (EVA)

Project management can be defined as a way of
developing structure in a complex project, where
the independent variables of time, cost,
resources and human behaviour come together.
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THE MONITORING, EVALUATION AND CONTROL PHASE
It is always easier to talk about change than to
make it.  Alvin Toffler
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WHY DO WE MONITOR, EVALUATEAND CONTROL?
A good plan can help with risk analyses but it
will never guarantee the smooth running of the
project.- Bentley and Borman
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PROJECT CHANGES

• What project management tool do we have to record
  changes and any unplanned event?

What is not on paper has not been said. 
Anonymous
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AUTHORIZED CHANGES

• How do you make sure that only authorised changes
  are made?

"Whosoever desires constant success must change
his conduct with the times. Niccolo Machiavelli
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TOLERANCE
Project Manager Authority
Project Board/Sponsor Authority
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CONTROLLING CHANGES
"It is a bad plan that admits of no
modification." Publilius Syrus - First Century BC
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Questions?
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BUDGETS EXPENDITURE

• What sort of budgets do you use? How do you
  monitor project finances? What difficulties have
  you experienced?

We didn't actually overspend our budget. The
allocation simply fell short of our expenditure.
- Keith Davis
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ACTIVITY BASED BUDGETS
You cant keep it all in your head. Project
control tools are an absolute necessity for the
control of large projects. - Louis Fried
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ACTIVITY BASED BUDGETS

• What are the advantages of activity based
  budgets?
• What can you do if activity based budgets are not
  available from your systems?

There is a difficult leap between talking about
balancing the budget and actually doing it.
Kevin Brady
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EARNED VALUE MANAGEMENT (EVA)
Task Planned Cost Month One Month Two Month Three Month Four Month Five Month Six
A 100 100          
B 200   200        
C 100   100        
D 400     400      
E 100     100      
F 200     200      
G 200       200    
H 100       100    
I 300         300  
J 100           100
Planned total cost per month   100 300 700 300 300 100
Planned cumulative cost   100 400 1100 1400 1700 1800
Actual total cost per month   150 350 800      
Actual cumulative cost   150 500 1300      
Illustrative Budget for a Six Month Project
(including actual costs through Month 3)
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EARNED VALUE ANALYSIS SCENARIOS
  Behind Schedule On Schedule Ahead of Schedule
Under Budget Need more data Good Good
On Budget Bad Good Good
Over Budget Bad Bad Need more data
Whilst you can practice good project management
without EVM, you cannot practice EVM effectively
without good project management.  Steve Crowther
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EVA

• How would you make EVA work in your project? What
  information would be needed?
• Who would get this? When? How?

There is a difficult leap between talking about
balancing the budget and actually doing it.
Kevin Brady
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Questions?
If, on your team, everyones input is not
encouraged, valued, and welcome, why call it a
team? Woody Williams
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See you next time?