Project Monitoring,

Evaluation and Control

Introduction
Monitoring - Collecting, recording, and reporting
information concerning any and all aspects of
project performance
Controlling - Uses the data supplied by monitoring
to bring actual performance into compliance with
the plan
Evaluation - Judgments regarding the quality and
effectiveness of project performance
Planning–Monitoring–
Controlling Cycle

Must decide what is important enough to monitor

We mainly want to monitor:
◦ Project performance
◦ Budget
◦ Time

◦ Also…….
◦ Project RISK!
 Relationship Between
M&E
M & E are two different management tools that are
closely related, interactive and mutually supportive

Through routine tracking of project progress, monitoring

can provide quantitative and qualitative data useful for
designing and implementing project evaluation exercises

Through the results of periodic evaluations, monitoring

tools and strategies can be refined and further
developed

4
Monitoring
In practice, covers a wide range of activities and
requires data collection, but data collection is not
synonymous with monitoring

Monitoring also implies structure/analysis and use-

ability of the data

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Project Control
The process of keeping the project on target and as
close to plan as feasibly possible.
Of course, this means you must first have a plan
It also means you must have a way of detecting
when a project is off the target
Performance can be
affected by….
Technical problems
Technical difficulties
Quality problems
Client wants changes
Inter-functional complications
Technological breakthroughs
Intra-team conflict
Market changes
Cost can be affected
by…
Difficulties may need more resources
Scope may increase
Bid was too low
Reporting was poor
Budget was inadequate
Correction not in time
Input price changed
Time can be affected
by…
Difficulties took long to solve
Initial estimates were optimistic
Sequencing was incorrect
Resources unavailable
Preceding tasks were incomplete
Change orders
Governmental regulations were altered
The Fundamental Purposes of
Control

1. The regulation of results

2. The stewardship of organizational assets

Physical Asset Control
Control over the use of physical assets
Includes preventive and corrective maintenance
Must also control inventory
Human Resource
Control

Want to make sure people are used wisely

Employees need to be motivated to perform at their best
Project manager may have to write performance appraisals
Financial Resource
Control
Financial resource control is tied in with the other
types of control
Project financial controls are very similar to general
financial control
The project may be answerable to another firm or
division
It is important the project manager manage
financial assets properly
This is known as due diligence
Phase-Gated Processes
Controls the project at various points throughout its life
cycle
Most commonly used for new product/service development
projects
Project must pass gate to continue funding
Post Control
These are controls that are applied after-the-fact
Their purpose is mainly for improving performance on future projects
Often times, a final report is prepared comparing the plan with reality
Sometimes called “lessons learned”
The Design of Control
Systems
Who sets the standards?
Are the standards realistic?
Are the standards clear?
Will they achieve the project goals?
What should be monitored?
How should they be monitored?
Many more…
Characteristics of a Good Control
System
Flexible Accurate
Cost effective Simple
Useful Easy to maintain
Ethical Can be changed
Timely Fully documented
Benchmarking
1. Promoting the benefits of project management
2. Personnel
3. Methodology
4. Results of project management
Control of Change and Scope
Creep

Controlling scope creep is the biggest problem that

many project managers face
Scope creep is not always bad
However, if they are not managed, they cause
havoc with project schedules and budgets
Earned Value Analysis

Earned value is an estimate of the

percentage of work completed thus
far
Earned Value:
conventions used
(estimating completion)
•50-50 rule
•0-100 percent rule
•Critical input use rule (e.g. litres of paint
used)
•The proportionality rule (critical input is cost
or time)
The Earned Value Chart
Variances and Indices
Variances and indices can help analyze a project

Will look at some of the more common ones

Cost Variance (CV)
CV = EV(earned value) – AC(actual cost)
Negative variance indicates a cost overrun
Magnitude depends on the costs
Schedule Variance (SV)
SV = EV(earned value) – PV(planned/budgeted
value)
Negative variance indicates you are behind
schedule
Measured using actual costs and the budgeted
costs
Time Variance (TV)

TV = ST(scheduled time) – AT(actual time)

Negative variance indicates you are behind
schedule
 Indices
Cost Performanc e Index
EV
CPI 
AC
Schedule Performanc e Index
EV
SPI 
PV
Cost - Schedule Index
 EV   EV  EV 2
CSI   CPI    SPI     
 AC   PV   AC    PV 