3.6 Monitor & Controlling Process Group
The Monitoring and Controlling Process Group consist of the processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiated the corresponding changes. The key benefit of the Process Group is that project performance is observed and measured regularly and consistently to identify variances from the project management plan (Project Management Institute, 2008, p 71).
Texting while driving a car is a lack of monitor and control. Even the best made plans will have some bumps and curves throughout the project. If you do not monitor and control the project, you will not see the buss coming down the road to run you over. Projects many times change during their lifespan as sponsor need changes and technology advances. This change process can be thought as a mini initiation and planning process integrated into the execution process. It must be well defined and understood by stakeholders.
4.4 Monitor and Control Project Work
The process of tracking, review, and regulating the progress to meet the performance objectives, defined in the project management plan (Project Management Institute, 2008, p 71).
Artifacts:
The
CNM Construction Bridge Project identifies project change request on page six and the scope management on page 11.
Page nine of this paper begins to describe some of the issues to avoid during control of a project.
Monitoring and control begins on page eleven of the Gulfstream Re-Engine Project.
4.5 Perform Integrated Change Control
The process of reviewing all change requests, approving changes, and managing changes to the deliverable organizational process assets project documents, and the project management plan (Project Management Institute, 2008, p 71).
The CNM Construction Bridge Project identifies project change request on page six.
Integrated change control is described on page twelve of the Gulfstream Re-Engine Project. Change procedures are discussed throughout the paper.
Work performance information is reviewed on page one of this document.
5.4 Verify Scope
The process of formalizing acceptance of the completed project deliverables (Project Management Institute, 2008, p 103).
Accepting changes without verifying scope is one of the elements that led this project to the brink of extinction. Scope creep is discussed on page five.
Tom Schriber is a hypothetical businessperson who wants to
know what 'tall poles' face him for a project. Since there are deadlines for
the project, he also needs to understand the probability of project completion
within certain periods. This artifact
demonstrates the ability to develop a Project Evaluation and Review Technique,
(PERT), to ascertain milestones and schedule constraints.
Micro Soft Project is a tool that will track project milestones and schedules, giving the project manager a tool to verify and control scope.
5.5 Control Scope
The process of monitoring the status of the project and product scope and managing changes to the scope baseline (Project Management Institute, 2008, p 103).
Artifacts:
Accepting changes without verifying scope is one of the elements that led this project to the brink of extinction. Scope creep is discussed on page five.
Tom Schriber is a hypothetical businessperson who wants to know what 'tall poles' face him for a project. Since there are deadlines for the project, he also needs to understand the probability of project completion within certain periods. This artifact demonstrates the ability to develop a Project Evaluation and Review Technique, (PERT), to ascertain milestones and schedule constraints.
Micro Soft Project is a tool that will track project milestones and schedules, giving the project manager a tool to verify and control scope.
6.6 Control Schedule
The process of monitoring the status of the project to update project progress and managing changes to the schedule baseline (Project Management Institute, 2008, p 129).
Artifacts:
Accepting changes without verifying scope is one of the elements that led this project to the brink of extinction. Scope creep is discussed on page five.
Tom Schriber is a hypothetical businessperson who wants to know what 'tall poles' face him for a project. Since there are deadlines for the project, he also needs to understand the probability of project completion within certain periods. This artifact demonstrates the ability to develop a Project Evaluation and Review Technique, (PERT), to ascertain milestones and schedule constraints.
Micro Soft Project is a tool that will track project milestones and schedules, giving the project manager a tool to verify and control scope.
This worksheet demonstrates the tracking of schedule and cost using
budget and actual numbers. On the tab,
15-17, activity resource utilization is work in process through row 7 of the
worksheet. Column K, rows 3 to 12 give
weeks to completion but are based solely on a linear work scope for that
activity, (some work is light up front and heavy on the end). Budget variance
is depicted with cost at completion in column I and has the same interpretive
limitation as time to completion.
7.3 Control Cost
The process of monitoring the status of the project to update the project budget and managing changes to the cost baseline (Project Management Institute, 2008, p 165).
CNM Construction Bridge Project identifies controlling cost thought the Quality Management System factoring in the cost of quality. This dialog begins on page twelve of the paper. The CNM Bridge Project Gannt provides cost baseline data and schedules for the project.
This worksheet demonstrates the tracking of schedule and cost using budget and actual numbers. On the tab, 15-17, activity resource utilization is work in process through row 7 of the worksheet. Column K, rows 3 to 12 give weeks to completion but are based solely on a linear work scope for that activity, (some work is light up front and heavy on the end). Budget variance is depicted with cost at completion in column I and has the same interpretive limitation as time to completion.
8.3 Perform Quality Control
The process of monitoring and recording results of executing the quality activities to asses performance and recommend necessary changes (Project Management Institute, 2008, p 189).
Artifacts:
This paper demonstrates quality work performance measurements in determining root cause of production fluctuations.
Tab P 14-11 will help plan quality when a base-line failure
rate has been established providing the expected down time for a particular machine. For projects in process, data can be input to
establish a base line. When the service rate exceeds a pre-determined
threshold, a corrective action plan should be enacted to determine root-cause.
Page eleven of this Total Quality Management paper begins the discussion concerning performing quality control.
10.5 Report Performance
The process of collecting and distributing performance information, including status reports, progress measurements, and forecast (Project Management Institute, 2008, p 189).
Tom Schriber is a hypothetical businessperson who wants to know what 'tall poles' face him for a project. Since there are deadlines for the project, he also needs to understand the probability of project completion within certain periods. This artifact demonstrates the ability to develop a Project Evaluation and Review Technique, (PERT), to ascertain milestones and schedule constraints.
By going to the 'Project' tab, a 'Reports' icon will appear giving the user access to a pop up box of pre-defined reports with a 'Custom' option as well.
This worksheet demonstrates the tracking of schedule and cost using budget and actual numbers. On the tab, 15-17, activity resource utilization is work in process through row 7 of the worksheet. Column K, rows 3 to 12 give weeks to completion but are based solely on a linear work scope for that activity, (some work is light up front and heavy on the end). Budget variance is depicted with cost at completion in column I and has the same interpretive limitation as time to completion.
11.6 Monitor and Control Risks
The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project (Project Management Institute, 2008, p 273).
CNM Construction Bridge Project identifies the Risk Management Plan on page twelve of the paper.
Risk is discussed on page eight of this document.
This artifact provides substantiation of the monitor and control risks area of knowledge. Although some of my
responses were incorrect, the feedback given during classroom review
re-enforces the concepts. Responses are highlighted with the following meaning:
Yellow = Correct, Red = Incorrect, Gray = Correct answer.
12.3 Administer Procurements
The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as needed (Project Management Institute, 2008, p 313).
Artifacts:
These articles are used to identify appropriate procurements throughout the project. In Micro Soft Project use the 'Resource' tab and select the 'Details' icon.
Page two of this article examines the procurement phase of a project.
This
artifact uses a purchased template that provided a basic outline for the procurement
management process. I adapted the template to a fictional project and added
items unique to aviation.