- \r\n \t
- What information is needed, and how should it be collected?<\/li>\r\n \t
- When (and with what frequency) should this information be collected?<\/li>\r\n \t
- Who should collect and analyze this information?<\/li>\r\n \t
- How should this information be represented from a reporting perspective?<\/li>\r\n \t
- Who should prepare the reports?<\/li>\r\n \t
- Who should receive the reports?<\/li>\r\n<\/ol>\r\n
11.1.1 <\/strong>The Difference between Monitoring and Controlling<\/strong><\/h2>\r\nAlthough the process is traditionally named \u201cmonitoring and controlling,\u201d we should know that there are differences between these two concepts. Controlling cannot be carried out by the project team if monitoring has not been done properly. Thus, monitoring leads to controlling, while controlling may require more monitoring if controlling determines that sufficient information couldn\u2019t be derived from the monitoring process.\r\n\r\nLet\u2019s clarify the distinction between monitoring and controlling.\r\n\r\nMonitoring<\/strong>[footnote]Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute.[\/footnote]\r\n
- \r\n \t
- Collecting project performance data<\/li>\r\n \t
- Producing performance measures<\/li>\r\n \t
- Reporting and disseminating performance information<\/li>\r\n<\/ul>\r\nControlling<\/strong>[footnote]Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute.[\/footnote]:<\/strong>\r\n
- \r\n \t
- Comparing actual performance with planned performance<\/li>\r\n \t
- Analyzing variances<\/li>\r\n \t
- Assessing trends to affect process improvements<\/li>\r\n \t
- Evaluating possible alternatives<\/li>\r\n \t
- Recommending appropriate corrective action as needed<\/li>\r\n<\/ul>\r\nAs seen above, we collect and analyze the data to create performance measures. For example, our project dashboard can indicate our current status regarding the schedule and budget. We can also have a detailed Excel file exhibiting our day-to-day activities and actual costs. If this data is produced properly, we can continue with the controlling first by comparing the actual performance with the planned performance, the project baseline. After we evaluate the variances and trends, we can evaluate possible alternatives to recommend corrective actions.\r\n\r\nMonitoring and controlling process involves regularly measuring project progress to ensure it meets objectives and addresses current organizational needs. It involves determining what corrective action is required, when, and who must do it. Monitoring begins at the very beginning of the project (initiation) and increases in density in the planning phase because it is easy to get off track with planning efforts (Figure 11.1.1). Besides, the execution of project activities would need considerable attention from the project manager and team to monitor and control activities and performance measures (Figure 11.1.1). When the traditional predictive\/waterfall development methodology is used, the team monitors performance against the timeline, budget, scope, and quality objectives for the entire project. When an adaptive approach is used, progress within the iteration is assessed (see Chapter 12<\/a>).\r\n\r\n[caption id=\"attachment_328\" align=\"aligncenter\" width=\"927\"]
![\"Figure](\"https:\/\/pressbooks.ulib.csuohio.edu\/project-management-navigating-the-complexity\/wp-content\/uploads\/sites\/183\/2022\/08\/Figure-11.1.jpg\")
Figure 11.1.1: Project Management Process Groups <\/strong>
(Adapted from PMBOK Guide 6th Edition)<\/strong>[\/caption]\r\n\r\n \r\n11.1.2 <\/strong>Tools Utilized to Conduct Effective Monitoring<\/strong><\/h2>\r\nEffective monitoring requires a system that allows the project team to collect performance data accurately and with minimum errors. The commonly collected information includes the status of the project budget and the project schedule. The work completed to date, what has yet to be completed, and the likelihood of completing the project on time and within budget are of particular interest. How this monitoring is performed quantitatively will be detailed below in 11.3 \u201cEarned Value Management.\u201d In addition, it is important to identify the risks and issues that require attention. Information technology should be used whenever possible to collect and analyze the information and distribute the reports. Different organizations require different roles to collect and analyze the project information. In organizations with a project management office (PMO), PMOs may be accountable for progress reporting in an \u201cend-to-end\u201d way, meaning they would be involved from information collection to report distribution. Organizational policies (from a formal perspective) and organizational culture (from an informal perspective) influence who and how progress monitoring is performed.\r\n\r\nOne of the common methods used to monitor progress is team meetings. Team meetings are highly collaborative and serve many purposes, including information sharing and team development. Depending on the nature of the project, these meetings may be focused exclusively on sharing the status of tasks underway. It is also possible for status discussions to lead to team planning. The individuals who participate in these meetings vary depending on many factors, such as development methodology in use, organizational culture, project complexity, and overall project status. The frequency of team meetings is much higher in agile (adaptive) projects than in traditional (predictive\/waterfall) projects in order to ensure agility, flexibility, on-time interventions, and timely feedback from team members and the product owner. For example, agile teams, in particular Scrum teams, have daily standups to discuss what has been completed since the last standup meeting, what is planned to be completed until the next meeting, and what the impediments, risks, and problems that members may encounter are (see Chapter 12, Section 12.2.2).\r\n\r\nProject teams typically develop different reports for different stakeholders. Stakeholders with a high interest and high power\/influence will receive more information more frequently (recall the stakeholder power\/interest grid presented in Chapter 5<\/a>). Depending on the priority and duration of the project, the reporting frequency could be daily, weekly, monthly, or quarterly.\r\n\r\nWe can mention three different types of project reports as follows:\r\n
- \r\n \t
- Status reports \u2013 where the project stands at a specific point in time<\/li>\r\n \t
- Progress reports \u2013 what the project team has accomplished during a certain period<\/li>\r\n \t
- Forecast reports \u2013 future project status based on current project status and known trends<\/li>\r\n<\/ol>\r\nTables 11.1.1, 11.1.2, and 11.1.3 exhibit short examples of status, progress and forecast reports, respectively, based on our example of the overall case discussed throughout the book (see Section 1.2.4<\/a>).\r\n
Table 11.1.1: An Example of an Overview based on a Status Report<\/strong>[footnote]Interthink. (n.d.). Project HEADWAY Project Team Status Report. Retrieved from https:\/\/www.projectmanagement.com\/deliverables\/235123\/project-headway-project-team-status-report<\/a>[\/footnote]<\/p>\r\n\r\n
![\"\"](\"https:\/\/pressbooks.ulib.csuohio.edu\/project-management-navigating-the-complexity\/wp-content\/uploads\/sites\/183\/2024\/07\/box.png\")
Green -- On Track<\/strong><\/td>\r\n![\"\"](\"https:\/\/pressbooks.ulib.csuohio.edu\/project-management-navigating-the-complexity\/wp-content\/uploads\/sites\/183\/2024\/07\/box1.png\")
Yellow --\u00a0Caution<\/strong><\/td>\r\n