Project Monitoring

& Control

Dr. Nur Mardhiyah Aziz

Department of Quantity Surveying
Faculty of Built Environment
University of Malaya
Email: nurmardhiyah@um.edu.my
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◉ How do you know the current status of

your project?
◉ How do you ensure your clients know the
project's status?
◉ When do you introduce change or
corrective action into the project based on
the project's current status?
◉ When do you decide to allow the project to
continue “as it is” with no changes being
introduced?
 The answers to these
questions:
3

We need to Monitor and

Control the project
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The PMBOK
◉ “Project Management Body of Knowledge”
◉ sum of knowledge within the profession of project
management
◉ used to document and standardize generally accepted
project management information and practices
◉ produced by the Project Management Institute
◉ revised and reprinted every 4 years
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The 10 knowledge areas in Project
Management

1. Project Integration Management

2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management
 Project Integration Management

◉ Project Integration Management includes the processes

and activities to identify, define, combine, unify, and
coordinate the various processes and project
management activities within the Project Management
Process Groups
◉ Processes include:
◉ Develop project charter
◉ Develop project management plan
◉ Direct and manage project work
◉ Manage project knowledge
◉ Monitoring and control project work
◉ Performed integrated change control
◉ Close project phase
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Project Scope Management

◉ Scope refers to all the work involved in

creating the products of the project and
the processes used to create them
◉ Processes include
1. Collect requirement
2. Scope definition
3. Creation of a WBS
4. Scope verification
5. Scope control
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Project Schedule Management

◉ includes processes required for the

timely completion of a project
◉ processes include
1. Plan Schedule Management
2. Defining activities
3. Sequencing activities
4. Estimating activity duration
5. Develop schedule
6. Control schedule
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Project Cost Management

◉ Planning, estimating, budgeting and controlling

costs to ensure the project can be completed
within the approved budget
◉ Processes include
◉ Planning cost management
◉ Estimating cost
◉ Determine budgeting
◉ Control costs
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Project Quality Management

◉ All activities that determine quality policies,

objectives and responsibilities for the project to
satisfy the needs for which it was undertaken
◉ Processes include
1. Plan quality management
2. Manage quality
3. Control quality
 Project Resource Management

◉ Project Resource Management includes the processes to

identify, acquire, and manage the resources needed for the
successful completion of the project. These processes help
ensure that the right resources will be available to the
◉ project manager and project team at the right time and
place
◉ Processes include:
◉ Plan resource management
◉ Estimate activity resources
◉ Acquire resources
◉ Develop team
◉ Manage team
◉ Control resources
 Project Communication Management

◉ Project Communications Management includes the

processes necessary to ensure that the information
needs of the project and its stakeholders are met through
development of artifacts and implementation of activities
designed to achieve effective information exchange.
◉ Process includes:
◉ Plan communication management
◉ Manage communications
◉ Monitor communications
 Project Risk Management

◉ Project Risk Management includes the processes of

conducting risk management planning, identification, analysis,
response planning, response implementation, and monitoring
risk on a project. The objectives of project risk management
are to increase the probability and/or impact of positive risks
and to decrease the probability and/or impact of negative
◉ risks, in order to optimize the chances of project success
◉ Process includes:
◉ Plan risk management
◉ Identify risks
◉ Perform qualitative risk analysis
◉ Perform quantitative risk analysis
◉ Plan risk responses
◉ Implement risk responses
◉ Monitor risks
 Project Procurement Management

◉ Project Procurement Management includes

the processes necessary to purchase or
acquire products, services, or results needed
from outside the project team.
◉ Process includes:
◉ Plan procurement management’
◉ Conduct procurement
◉ Control procurement
 Project Stakeholder Management

◉ Project Stakeholder Management includes the processes

required to identify the people, groups, or organizations that
could impact or be impacted by the project, to analyze
stakeholder expectations and their impact on the project, and to
develop appropriate management strategies for effectively
engaging stakeholders in project decisions and execution.
◉ Process includes:
◉ Identify stakeholder
◉ Plan stakeholder engagement
◉ Manage stakeholder engagement
◉ Monitor stakeholder engagement
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Definition of Monitoring & Controlling

◉ Monitoring – collecting, recording, and

reporting information concerning project
performance that project manger and others
wish to know

◉ Controlling – uses data from monitor activity to

bring actual performance to planned
performance
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Project Monitoring and Control

◉ Why do we monitor?
◉ What do we monitor?
◉ When do we monitor?
◉ Who should monitor?
◉ How do we monitor?
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Objectives of Monitoring &

Controlling
◉ Objectives
◉ To determine project status (cost,
schedule, and technical performance)
◉ To measure deviations (comparing what
was planed to the actual results)
◉ To manage the project in compliance with
the plan and achieve success
◉ To detect and react appropriately to
deviations and changes to plans
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What do we monitor?

Inputs Outputs
◉ Time Progress
◉ Money Costs
◉ Resources
Job starts
◉ Material Usage
◉ Tasks
Job completion
◉ Quality/Technical Engineering / Design
Performance changes
Variation order (VO)
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When do we monitor?
 Through the entire life cycle of the project
 Regularly (quarterly board meeting)
 Certain project milestones (e.g. project
completion)
 End of the project
 Continuously
 Regularly
 Logically
 While there is still time to react
 As soon as possible
 At task completion
 At pre-planned decision points (milestones)
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When do we monitor? (cont’d)

Pre-project
evaluation
Ongoing project
Project evaluation
Evaluations Project completion
evaluation
Post-project
evaluation
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Who should monitor

◉ Project manager and project team (professionals
close to the action)
◉ Project owner, and external evaluators

Team level

Functional manager’s level

General manager level

Work package level

Project owner’s level

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Where do we monitor?

◉ At head office?
◉ At the site office?
◉ On the spot?

◉ Depends on situation and the ‘what's’

 How do we monitor
◉ Through meetings with clients, parties involved
in project (Contractor, supplier,etc.)
◉ For schedule –update PERT Charts, Update
Gantt Charts
◉ Using Earned Value Analysis
◉ Calculate Critical Ratios
◉ Milestones
◉ Reports
◉ Tests
◉ Inspections
◉ Project Audit
◉ Post-project Review
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Project Audits
◉ Depending on the nature of the project, the audit should cover key
functions (engineering, manufacturing, finance, contracts,
purchasing, …)
◉ Independent appraisal of where the project stands and the
efficiency and effectiveness of project management
◉ Determine what is going right or wrong, and why
◉ Limited due to high cost and company policy
◉ Benefits
◉ Efficacy of project management strategy
◉ Policies, procedures, practices, guidelines, and action plans
◉ Funding patterns and resources
◉ Exchange of ideas, information, problems, solutions, and
strategies
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When to conduct project audits?

◉ At key points in project life cycle
◉ Preliminary design, first prototype, commitment to
production, first use, warranty, and maintenance and
service contracts
◉ Project is in trouble or is heading for trouble
◉ Project’s status is unknown
◉ New management team
◉ Strategic change of the organization
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Post-project Reviews
◉ Rationale and strategic fit of the project
◉ Success or failure
◉ Lessons learned in the organization’s portfolio
◉ Example, BP uses PPRs to determine cost accurately,
anticipate and minimize risk, evaluate contractors, and
improve project management
◉ Team motivation
◉ Better decision making in new projects
◉ Supporting organizational strategies
◉ Better capital investment decisions and competitive
chances
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◉ Keeping an eye on team performance and

reacting quickly and appropriately to any emergent
issues that is vital for maintaining positive
momentum.
◉ Re-visiting the previous process groups and
making adjustments to the project may be
necessary as the project reaches its most active
stages.
◉ Monitoring and controlling are performed in each
of the following process group:-
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1) Monitor and Control Project Work

◉ Keeping stakeholders up to date on progress and

team performance through reports and on-going
documentation contributes to project success.
◉ Regularly assessing progress related to scope,
benchmark goals, timeline, and budget helps to
ensure that there are no unpleasant surprises as the
project unfolds.
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2) Perform Integrated Change Control

◉ Even well-planned projects are going to require a

change from time to time.
◉ The larger the project the more change there
usually is.
◉ Keeping track of change in light of the timeline and
budgetary considerations is an important task that
must be addressed.
◉ Ongoing documentation and follow-up related to
change orders and related costs is an essential part
of any project manager’s job.
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3) Verify Scope

◉ As the project progresses through each phase, it is

important to secure the documentation related to
completed portions of the project.
◉ Re-visiting another process groups to be sure that
objectives have been met reflecting any changes is
part of the follow-through needed as the project
continues toward completion
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4) Control Scope

◉ If there have been adjustments to the budget,

timeline, or the desired end-product, it is important
to re-visit the documentation related to the scope
and mitigate any unresolved challenges.
◉ Maintaining effective communication with
stakeholders and related constituents will keep
everyone updated and engaged in the project’s
success.
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5) Control Schedule

◉ Every project has a schedule baseline.

◉ As the project progresses adjustments are often
necessary to address unforeseen circumstances.
◉ Monitoring the project properly can decrease the
chances that schedule issues become major
setbacks.
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6) Control Costs

◉ Many factors will affect cost throughout the

project timeline.
◉ Keeping track of any changes in the budget is
important so that communication around the
control of costs is clear and accurate.
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7) Perform Quality Control

◉ Quantifying and reporting quality control issues

are necessary – and ongoing – to support the
accuracy and responsiveness of the project.
◉ Based on findings from monitoring, process
adjustments can be made.
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8) Report Performance

◉ Collecting and reporting performance data is

important to complete proper forecasting with
regard to timeline and phasing.
◉ Keeping stakeholders aware of team progress
toward benchmark goals supports positive
project relations.
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9) Monitor and Control Risks

◉ Tracking risk, responding to documented risk,

and evaluating response to risk is all a part of
ensuring the project progresses effectively
through each phase of the timeline.
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◉ The Monitoring and Controlling Process Group

presents a detailed set of skills and knowledge
directly applicable toward implementing the
decisions needed to sustain the most active
part of the project.
◉ While moving forward with a project, a top
project manager continuously reviews
progress and makes necessary adjustments to
increase workflow effectiveness.
 What can a project managers do to
ensure knowledge and experienced
from previous projects can be shared
for the benefit of future projects???
 Project review procedures

◉ This implies an internal review of project

performance, undertaken primarily by the
project team as part of the completion phase.
The object is to identify strengths and
weaknesses in respect of future projects.
Reviews may also be held before the
completion of the project, if required.
 Project audits

◉ This implies a similar process to an internal

review but carried out at least in part by an
impartial third party such as consultants. This
is not without cost and occasional tension but
an independent appraisal may be valuable. An
audit conducted before the end of a project is
usually a sign of problems being encountered
but should still be regarded as a positive
process rather than a critical fault-finding
exercise.
 Lessons learned database

◉ Many organisations are launching such tools,

making lessons learned readily available to
staff via Electronic means. Frequently, such
resources can be found on company intranets.
The main challenge is to populate the
database with quality information.
 Rotation of project staff/managers

◉ Where feasible, most project organisations

regard the rotation of staff as good practice
enabling the sharing of knowledge to be done
‘on the job’ where strengths from one project
can be swiftly applied to another to avoid
problems
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References

◉ Cleland, D. (1995), Project Management: Strategic Design and

Implementation, International edit., McGraw-Hill, Singapore.
◉ Al-Jibouri, S. H. (2003). Monitoring systems and their effectiveness for
project cost control in construction. International Journal of Project
Management,21(2), 145-154.
◉ Malony, A. D., Shende, S., & Bell, R. (2004). Online performance
observation of large-scale parallel applications. Advances in Parallel
Computing, 13, 761-768.
◉ A Guide to the Project Management Body of Knowledge (PMBOK®
Guide)–Sixth Edition 6th Edition