Project Monitoring and Control (PMC) Process Procedure
Project Monitoring and Control
The purpose of Project Monitoring and Control (PMC) is to track, review and regulate the progress of a project. This makes potential problems or setbacks easier to identify and ensures a project stays on track to meet its objectives
A project’s documented plan is the basis for monitoring activities, communicating status, and taking corrective action. Progress is primarily determined by comparing actual work product and task attributes, effort, cost, and schedule against the plan at prescribed milestones or control levels in the project schedule or WBS.
Scope of Project Monitoring and Control
This is applicable for all the projects with defined project plans.
PMC will have an impact on three critical areas of process in a Project Management activity.
Scope includes the below:
- Ensure the team is working on the correct activities
- Ensure the team is on-schedule
- Have any changes occurred that will require a scope addition?
- Ensure the team is on-budget
- Ensure the quality of the work is acceptable
- Ensure project control activities can be performed if deviations from the plan are identified
- What is the status of the activities that have been scheduled for this (week, month etc.)?
- How are activities progressing? Ahead, behind or on-schedule?
- Are any course corrections required?
- How much of the budget has been spent to date?
- How much is remaining?
- Do we have a revised estimate to complete the work?
Any project can benefit from the defined processes but the specific use of the processes on a project needs to take into account the characteristics of that project. The extent to which these guideline processes are applied to a given project, varies based on its criticality, size, cost, and other features.
This is to assist project teams to use the model guidelines efficiently and effectively, tailoring the process to the nature of the project is permitted. In most cases, the tailoring is based on the overall size and classification of the project.
Project Monitoring and Control Procedure
Steps in Project Monitoring & Control Cycle
1. Setting performance standards
The minimum set of expectations for a project and can be measured in terms of the following.
- Scope statement
- Project requirements
- Development cycle time
- Physical quantities of work
- Project schedule
- Resource utilization
- Work packages
- Project team satisfaction
- Quality standards and product specifications
- Senior management satisfaction
- Stakeholder satisfaction
- Cost estimates and budgets
- Vendor or contract performance
2. Monitor performance
Informal or formal information is gathered to assess a project. Information can come from various sources.
- Monitor actual values of project planning parameters against the project plan.
- Monitor commitments against those identified in the project plan.
- Monitor risks against those identified in the project plan.
- Monitor the management of project data against the project plan.
- Monitor stakeholder involvement against the project plan.
- Periodically review the project’s progress, performance, and issues.
- Review the project’s accomplishments and results at selected project milestones.
3. Comparing actual with planned performance
This is to compare actual performance of the project to the planned performance shown in the project plan. This shows the progress of the project and allows identification of deviations and their cause. This may also allow identification of necessary corrective actions.
Planned performance – Actual performance = Analyzing project performance
Planned performance comes from the baselines in the project management plan.
Actual performance is determined from information that is gathered as work proceeds.
Collect and analyze issues and determine corrective actions to address them.
4. Taking action to correct deviations
Includes the controlling activities of the cycle. The type of corrective action can be small or large (e.g. adjusting project plan, reassigning resources, changing project management style, etc.)
Controlling project involves, bringing the project back to normal state to achieve the targeted scope, schedule and quality within the time agreed.
These are of 3 types.
An action taken to repair a deviation that has already occurred or to stop it from reoccurring in the future.
An action used to stop a potential deviation from occurring.
Correcting product defects found during the Perform Quality Assurance and Perform Quality Control processes to bring product or service back in line with specifications and requirements.
The following outputs are produced or modified by the activities in this process.
- Change requests
Issued to recommend corrective or preventive action or to repair defects
- Project management plan updates
Updates to project baselines & subsidiary PM plans
- Project document updates
Work instructions, Project risk register and Resource calendar
- Project baseline updates
Updates to scope, quality, cost and schedule baselines in the project plan
The project manager is responsible for monitoring and controlling the project execution so potential problems can be identified and corrected in a timely way. Project progress should be observed and measured regularly against the Project Plan, with discovered variances discussed with the project team and sponsor.