Lakhasly

o The team ' s communications plan included a Web site dedicated to public concerns.Project Monitoring and Controlling Monitoring and controlling is the process of measuring progress toward project objectives, monitoring deviation from the plan, and taking corrective action to match progress with the plan.TABLE 3-13 Monitoring and controlling processes and outputs Knowledge Area Monitoring and Controlling Process Outputs Project Integration Management Monitor and control project work Change requests Work performance reports Project management plan updates Project documents updates Perform integrated change control Approved change requests Change log Project management plan updates Project documents updates Project Scope Management Validate scope Accepted deliverables Change requests Work performance information Project documents updates Control scope Work performance information Change requests Project management plan updates Project documents updates Organizational process assets updates Project Time Management Control schedule Work performance information Schedule forecasts Change requests Project management plan updates Project documents updates Organizational process assets updates Project Cost Management Control cost Work performance information Cost forecasts Change requests Project management plan updates Project documents updates Organizational process assets updates Project Quality Management Control quality Quality control measurements Validated changes Validated deliverables Work performance information Change requests Project management plan updates Project documents updates Organizational process assets updates ( continued ) 115 The Project Management Process Groups: A Case Study Copyright 2012 Cengage Learning.Table 3-13 lists the knowledge areas, monitoring and controlling processes, and outputs, according to the PMBOK (R) Guide, Fifth Edition .o The team recognized the value of hiring high-quality experts, such as archi- tects, engineers, lawyers, and urban planners.They were originally using a company template for progress reports, but Erica found that by modifying the old template, she received better informa- tion to help her team work more effectively.

• The team ’ s communications plan included a Web site dedicated to public concerns. • There were two-day reviews at the beginning of each project phase to discuss problems and develop solutions to prevent conflict. • Financial investors were asked for input to increase their stake in the project. • The team recognized the value of hiring high-quality experts, such as archi- tects, engineers, lawyers, and urban planners. They paid all professionals a fixed price for their services and paid their fees quickly.
Project Monitoring and Controlling
Monitoring and controlling is the process of measuring progress toward project objectives, monitoring deviation from the plan, and taking corrective action to match progress with the plan. Monitoring and controlling is done throughout the life of a project. It also involves nine of the 10 project management knowledge areas. Table 3-13 lists the knowledge areas, monitoring and controlling processes, and outputs, according to the PMBOK ®
Guide, Fifth
Edition . Templates related to this process group are listed later in this chapter.
On the project management intranet site project, there were several updates to the project management plan to reflect changes made to the project scope, schedule, and budget. Erica and other project team members took corrective action when necessary. For example, when they were not getting many responses to their survey, Erica asked Joe for help. When Cindy had trouble negotiating with a supplier, she got help from another senior consultant who had worked with that supplier in the past. Erica also had to request more funds for that part of the project.
Project team members submitted a brief progress report every Friday to show work performance information. They were originally using a company template for progress reports, but Erica found that by modifying the old template, she received better informa- tion to help her team work more effectively. She wanted team members not only to report what they did but also to focus on what was going well or not going well, and why. This extra information helped team members reflect on the project ’ s progress and identify areas in need of improvement. Table 3-14 is an example of one of Cindy ’ s progress reports.
In addition to progress report s, an important tool for monitoring and controlling the proj- ect was using project management software. All team members submitted their actual hours 114
Chapter 3
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TABLE 3-13 Monitoring and controlling processes and outputs
Knowledge Area
Monitoring and
Controlling Process Outputs
Project Integration
Management
Monitor and control project work
Change requests
Work performance reports
Project management plan updates
Project documents updates
Perform integrated change control
Approved change requests
Change log
Project management plan updates
Project documents updates
Project Scope Management
Validate scope Accepted deliverables
Change requests
Work performance information
Project documents updates
Control scope
Work performance information
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Project Time Management Control schedule Work performance information
Schedule forecasts
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Project Cost Management Control cost Work performance information
Cost forecasts
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Project Quality
Management
Control quality Quality control measurements
Validated changes
Validated deliverables
Work performance information
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates ( continued ) 115
The Project Management Process Groups: A Case Study
Copyright 2012 Cengage Learning.