Project Management Processes for a Project

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Project Management Processes for a Project

• Chapter 3
• PMBOK
• Fourth Edition

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3.6 Monitoring Controlling Process Group
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3.6 Monitoring and Controlling Process Group

• Definition
• The Monitoring and Controlling Process Group
  consists of those processes required to
• 1 track, review, and regulate the progress
  and performance of the project
• 2 identify any areas in which changes to the
  plan are required and
• 3 initiate the corresponding changes.
• Key Benefit
• The key benefit of this Process Group is that
  project performance is observed and measured
  regularly and consistently to identify variances
  from the project management plan.

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3.6 Monitoring and Controlling Process Group

• The Monitoring and Controlling Process Group also
  includes
• Controlling changes and recommending preventive
  action in anticipation of possible problems,
• Monitoring the ongoing project activities against
  the project management plan and the project
  performance baseline, and
• Influencing the factors that could circumvent
  integrated change control so only approved
  changes are implemented.

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3.6 Monitoring and Controlling Process Group

• This continuous monitoring provides the project
  team
• Insight into the health of the project and
• identifies any areas requiring additional
  attention.
• The Monitoring and Controlling Process Group not
  only monitors and controls the work being done
  within a Process Group, but also monitors and
  controls the entire project effort.
• Monitoring and Controlling at Process Group Level
• Monitoring and Controlling at Entire Project Level

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3.6 Monitoring and Controlling Process Group

• In multi-phase projects, the Monitoring and
  Controlling Process Group coordinates project
  phases in order to implement corrective or
  preventive actions to bring the project into
  compliance with the project management plan.
• This review can result in recommended and
  approved updates to the project management plan.
• For example, a missed activity finish date may
  require adjustments to the current staffing plan,
  reliance on overtime, or trade-offs between
  budget and schedule objectives.

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3.6 Monitoring and Controlling Process Group

• Processes of Monitoring and Controlling Process
  Group
• 3.6.1 Monitor and Control Project Work
• 3.6.2 Perform Integrated Change Control
• 3.6.3 Verify Scope
• 3.6.4 Control Scope
• 3.6.5 Control Schedule
• 3.6.6 Control Cost
• 3.6.7 Perform Quality Control
• 3.6.8 Report Performance
• 3.6.9 Monitor and Control Risk
• 3.6.10 Administer Procurements

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3.6 Monitoring Controlling Process Group

• 3.6.1 Monitor and Control Project Work
• is the process of
• tracking, reviewing, and regulating the
  progress
• to
• meet the performance objectives
• defined in the project management plan.
• Monitoring includes status reporting, progress
  measurement, and forecasting.
• Performance reports provide information on the
  projects performance with regard to scope,
  schedule, cost, resources, quality, and risk,
  which can be used as inputs to other processes.

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3.6 Monitoring Controlling Process Group

• 3.6.1 Monitor and Control Project Work

Inputs Outputs
.1 Project Management Plan. .2 Performance Reports. .3 Enterprise Environmental Factors. .4 Organizational Process Assets .1 Change Requests. .2 Project Management Plan updates. .3 Project Document updates
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3.6 Monitoring Controlling Process Group

• 3.6.2 Project Integrated Change Control
• is the process of
• 1 reviewing all change requests,
• 2 approving changes and
• 3 managing changes
• to
• the deliverables,
• organizational process assets,
• project documents, and
• the project management plan.

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3.6 Monitoring Controlling Process Group

• 3.6.2 Project Integrated Change Control

Inputs Outputs
.1 Project Management Plan. .2 Work Performance information. .3 Change Requests. .4 Enterprise Environmental Factors. .5 Organizational Process Assets. .1 Change Requests Status updates. .2 Project Management Plan updates. .3 Project Document updates.
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3.6 Monitoring Controlling Process Group

• 3.6.3 Verify Scope
• the process of
• formalizing acceptance of
• the completed project deliverables.

Inputs Outputs
.1 Project Management Plan. .2 Requirements Documentation. .3 Requirements Traceability Matrix. .4 Validated deliverables. .1 Accepted deliverables. .2 Change Requests. .3 Project Document updates.
Deliverables that have passed through Perform
Quality Control
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3.6 Monitoring Controlling Process Group

• 3.6.4 Control Scope
• is the process of
• 1 monitoring the status of the project
  product scope and
• 2 managing changes to the scope baseline.

Inputs Outputs
.1 Project Management Plan. .2 Work Performance Information. .3 Requirements documentation. .4 Requirements Traceability Matrix. .5 Organizational Process Assets. .1 Work Performance Measurements. .2 Org. Process Assets updates. .3 Change Requests. .4 Project Management Plan updates. .5 Project Document updates.
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3.6 Monitoring Controlling Process Group

• 3.6.5 Control Schedule
• is the process of
• monitoring the status of the project
• to
• 1 update project progress and
• 2 managing changes to the schedule baseline.

Inputs Outputs
.1 Project Management Plan. .2 Project Schedule. .3 Work Performance Information. .4 Organizational Process Assets. .1 Work Performance measurements. .2 Org. Process Assets updates. .3 Change Requests. .4 Project Management Plan updates. .5 Project Document updates.
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3.6 Monitoring Controlling Process Group

• 3.6.6 Control Cost
• is the process of
• monitoring the status of the project
• to
• 1 update the project budget and
• 2 managing changes to the cost baseline.

Inputs Outputs
.1 Project Management Plan. .2 Project Funding Requirements. .3 Work Performance Information. .4 Organizational Process Assets. .1 Work Performance measurements. .2 Budget Forecasts. .3 Org. Process Assets updates. .4 Change Requests. .5 Project Management Plan updates. .6 Project Document updates.
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3.6 Monitoring Controlling Process Group

• 3.6.7 Perform Quality Control
• is the process of
• monitoring and recording
• results of executing the quality activities
• to
• 1 assess performance and
• 2 recommend necessary changes.

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3.6 Monitoring Controlling Process Group

• 3.6.7 Perform Quality Control

Inputs Outputs
.1 Project Management Plan. .2 Quality Metrics. .3 Quality Checklists. .4 Work Performance Measurements. .5 Approved Change Requests. .6 Deliverables. .7 Organizational Process Assets. .1 Quality control measurements. .2 Validated changes. .3 Validated deliverables. .4 Org. Process Assets updates. .5 Change Requests. .6 Project Management Plan updates. .7 Project Document updates.
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3.6 Monitoring Controlling Process Group

• 3.6.8 Report Performance
• is the process of
• collecting and distributing performance
  information
• including
• 1 status reports,
• 2 progress measurements, and
• 3 forecasts.

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3.6 Monitoring Controlling Process Group

• 3.6.8 Report Performance

Inputs Outputs
.1 Project Management Plan. .2 Work Performance Information. .3 Work Performance measurements. .4 Budget Forecasts. .5 Organizational Process Assets. .1 Performance reports. .2 Org. Process Assets updates. .3 Change Requests.
Output of Report Performance
Output of Direct and Manage Project Execution
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3.6 Monitoring Controlling Process Group

• 3.6.9 Monitor and Control Risks
• is the process of
• 1 implementing risk response plans,
• 2 tracking identified risks,
• 3 monitoring residual risks,
• 4 identifying new risks, and
• 5 evaluating risk process effectiveness
• throughout the project.

Inputs Outputs
.1 Risk Register. .2 Project Management Plan. .3 Work Performance Information. .4 Performance Reports. .1 Risk Register updates. .2 Org. Process Assets updates. .3 Change Requests. .4 Project Management Plan updates. .5 Project Document updates.
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3.6 Monitoring Controlling Process Group

• 3.6.10 Administer Procurements
• is the process of
• 1 managing procurement relationships,
• 2 monitoring contract performance, and
• 3 making changes and corrections as needed.

Inputs Outputs
.1 Procurement documents. .2 Project Management Plan. .3 Contract. .4 Performance Reports. .5 Approved Change Requests. .6 Work Performance Information. .1 Procurement documentation. .2 Org. Process Assets updates. .3 Change Requests. .4 Project Management Plan updates. Comparison