The Monitoring and Controlling Process Group consists of those 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 initiate the corresponding changes. Monitoring is collecting project performance data, producing performance measures, and reporting and disseminating performance information. Controlling is comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed. The key benefit of this Process Group is that project performance is measured and analyzed at regular intervals, appropriate events, or when exception conditions occur in order to identify and correct variances from the project management plan. The Monitoring and Controlling Process Group also involves:
Continuous monitoring provides the project team and other stakeholders with insight into the status of the project and identifies any areas that require additional attention. The Monitoring and Controlling Process Group monitors and controls the work being done within each Knowledge Area, each Process Group, each life cycle phase, and the project as a whole. The Monitoring and Controlling Process Group (Figure 5-1) includes the project management processes identified in Sections 5.1 through 5.12.
5.1 MONITOR AND CONTROL PROJECT WORK
Monitor and Control Project Work is the process of tracking, reviewing, and reporting the overall progress to meet the performance objectives defined in the project management plan. The key benefit of this process is that it allows stakeholders to understand the current state of the project, to recognize the actions taken to address any performance issues, and to have visibility into the future project status with cost and schedule forecasts. This process is performed throughout the project. The inputs and outputs for this process are depicted in Figure 5-2.
The needs of the project determine which components of the project management plan and which project documents are necessary.
5.1.1 PROJECT MANAGEMENT PLAN COMPONENTS
Any component of the project management plan may be an input for this process.
5.1.2 PROJECT DOCUMENTS EXAMPLES
Examples of project documents that may be inputs for this process include but are not limited to:
5.1.3 PROJECT MANAGEMENT PLAN UPDATES
Any component of the project management plan may be updated as a result of this process.
5.1.4 PROJECT DOCUMENTS UPDATES
Project documents that may be updated as a result of this process include but are not limited to:
5.2 PERFORM INTEGRATED CHANGE CONTROL
Perform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating the decisions. This process reviews all requests for changes to project documents, deliverables, or the project management plan, and determines the resolution of the change requests. The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated manner while addressing overall project risk, which often arises from changes made without consideration of the overall project objectives or plans. This process is performed throughout the project. The inputs and outputs of this process are depicted in Figure 5-3.
The needs of the project determine which components of the project management plan and which project documents are necessary.
5.2.1 PROJECT MANAGEMENT PLAN COMPONENTS
Examples of project management plan components that may be inputs for this process include but are not limited to:
5.2.2 PROJECT DOCUMENTS EXAMPLES
Examples of project documents that may be inputs for this process include but are not limited to:
5.2.3 PROJECT MANAGEMENT PLAN UPDATES
Any component of the project management plan may be updated as a result of this process.
5.2.4 PROJECT DOCUMENTS UPDATES
Any formally controlled project document may be changed as a result of this process. A project document that is normally updated as a result of this process is the change log. The change log is used to document changes that occur during a project.
5.3 VALIDATE SCOPE
Validate Scope is the process of formalizing acceptance of the completed project deliverables. The key benefit of this process is that it brings objectivity to the acceptance process and increases the probability of final product, service, or result acceptance by validating each deliverable. This process is performed periodically throughout the project as needed. The inputs and outputs of this process are depicted in Figure 5-4.
The needs of the project determine which components of the project management plan and which project documents are necessary.
5.3.1 PROJECT MANAGEMENT PLAN COMPONENTS
Examples of project management plan components that may be inputs for this process include but are not limited to:
5.3.2 PROJECT DOCUMENTS EXAMPLES
Examples of project documents that may be inputs for this process include but are not limited to:
5.3.3 PROJECT DOCUMENTS UPDATES
Examples of project documents that may be updated as a result of this process include but are not limited to:
5.4 CONTROL SCOPE
Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline. The key benefit of this process is that the scope baseline is maintained throughout the project. This process is performed throughout the project. The inputs and outputs of this process are depicted in Figure 5-5.
The needs of the project determine which components of the project management plan and which project documents are necessary.
5.4.1 PROJECT MANAGEMENT PLAN COMPONENTS
Examples of project management plan components that may be inputs for this process include but are not limited to:
5.4.2 PROJECT DOCUMENTS EXAMPLES
Examples of project documents that may be inputs for this process include but are not limited to:
5.4.3 PROJECT MANAGEMENT PLAN UPDATES
Components of the project management plan that may be updated as a result of this process include but are not limited to:
5.4.4 PROJECT DOCUMENTS UPDATES
Project documents that may be updated as a result of this process include but are not limited to:
5.5 CONTROL SCHEDULE
Control Schedule is the process of monitoring the status of the project to update the project schedule and manage changes to the schedule baseline. The key benefit of this process is that the schedule baseline is maintained throughout the project. This process is performed throughout the project. The inputs and outputs of this process are depicted in Figure 5-6.
The needs of the project determine which components of the project management plan and which project documents are necessary.
5.5.1 PROJECT MANAGEMENT PLAN COMPONENTS
Examples of project management plan components that may be inputs for this process include but are not limited to:
5.5.2 PROJECT DOCUMENTS EXAMPLES
Examples of project documents that may be inputs for this process include but are not limited to:
5.5.3 PROJECT MANAGEMENT PLAN UPDATES
Components of the project management plan that may be updated as a result of this process include but are not limited to:
5.5.4 PROJECT DOCUMENTS UPDATES
Project documents that may be updated as a result of this process include but are not limited to:
5.6 CONTROL COSTS
Control Costs is the process of monitoring the status of the project to update the project costs and managing changes to the cost baseline. The key benefit of this process is that the cost baseline is maintained throughout the project. This process is performed throughout the project. The inputs and outputs of this process are depicted in Figure 5-7.
The needs of the project determine which components of the project management plan are necessary.
5.6.1 PROJECT MANAGEMENT PLAN COMPONENTS
Examples of project management plan components that may be inputs for this process include but are not limited to:
5.6.2 PROJECT DOCUMENTS EXAMPLES
An example of a project document that may an input for this process includes but is not limited to the lessons learned register.
5.6.3 PROJECT MANAGEMENT PLAN UPDATES
Components of the project management plan that may be updated as a result of this process include but are not limited to:
5.6.4 PROJECT DOCUMENTS UPDATES
Project documents that may be updated as a result of this process include but are not limited to:
5.7 CONTROL QUALITY
Control Quality is the process of monitoring and recording results of executing the quality management activities to assess performance and ensure the project outputs are complete, correct, and meet customer expectations. The key benefit of this process is verifying that project deliverables and work meet the requirements specified by key stakeholders for final acceptance. This process is performed throughout the project. The inputs and outputs of this process are shown in Figure 5-8.
The needs of the project determine which components of the project management plan and which project documents are necessary.
5.7.1 PROJECT MANAGEMENT PLAN COMPONENTS
An example of a project management plan component that may be an input for this process includes but is not limited to the quality management plan.
5.7.2 PROJECT DOCUMENTS EXAMPLES
Examples of project documents that may be inputs for this process include but are not limited to:
5.7.3 PROJECT MANAGEMENT PLAN UPDATES
A component of the project management plan that may be updated as a result of this process includes but is not limited to the quality management plan.
5.7.4 PROJECT DOCUMENTS UPDATES
Project documents that may be updated as a result of this process include but are not limited to:
5.8 CONTROL RESOURCES
Control Resources is the process of ensuring that the physical resources assigned and allocated to the project are available as planned, as well as monitoring the planned versus actual utilization of resources and taking corrective action as necessary. The key benefit of this process is ensuring that the assigned resources are available to the project at the right time and in the right place and are released when no longer needed. This process is performed throughout the project. The inputs and outputs of this process are shown in Figure 5-9.
The needs of the project determine which components of the project management plan and which project documents are necessary.
5.8.1 PROJECT MANAGEMENT PLAN COMPONENTS
An example of a project management plan component that may be an input for this process includes but is not limited to the resource management plan.
5.8.2 PROJECT DOCUMENTS EXAMPLES
Examples of project documents that may be inputs for this process include but are not limited to:
5.8.3 PROJECT MANAGEMENT PLAN UPDATES
A component of the project management plan that may be updated as a result of this process includes but is not limited to:
5.8.4 PROJECT DOCUMENTS UPDATES
Project documents that may be updated as a result of this process include but are not limited to:
5.9 MONITOR COMMUNICATIONS
Monitor Communications is the process of ensuring the information needs of the project and its stakeholders are met. The key benefit of this process is the optimal information flow as defined in the communications management plan and stakeholder engagement plan. This process is performed throughout the project. The inputs and outputs of this process are depicted in Figure 5-10.
The needs of the project determine which components of the project management plan and which project documents are necessary.
5.9.1 PROJECT MANAGEMENT PLAN COMPONENTS
Examples of project management plan components that may be inputs for this process include but are not limited to:
5.9.2 PROJECT DOCUMENTS EXAMPLES
Examples of project documents that may be inputs for this process include but are not limited to:
5.9.3 PROJECT MANAGEMENT PLAN UPDATES
Components of the project management plan that may be updated as a result of this process include but are not limited to:
5.9.4 PROJECT DOCUMENTS UPDATES
Project documents that may be updated as a result of this process include but are not limited to:
5.10 MONITOR RISKS
Monitor Risks is the process of monitoring the implementation of agreed-upon risk response plans, tracking identified risks, identifying and analyzing new risks, and evaluating risk process effectiveness throughout the project. The key benefit of this process is that it enables project decisions to be based on current information about overall project risk exposure and individual project risks. This process is performed throughout the project. The inputs and outputs of this process are depicted in Figure 5-11.
The needs of the project determine which components of the project management plan and which project documents are necessary.
5.10.1 PROJECT MANAGEMENT PLAN COMPONENTS
An example of a project management plan component that may be an input for this process includes but is not limited to the risk management plan.
5.10.2 PROJECT DOCUMENTS EXAMPLES
Examples of project documents that may be inputs for this process include but are not limited to:
5.10.3 PROJECT MANAGEMENT PLAN UPDATES
Any component of the project management plan may be updated as a result of this process.
5.10.4 PROJECT DOCUMENTS UPDATES
Project documents that may be updated as a result of this process include but are not limited to:
5.11 CONTROL PROCUREMENTS
Control Procurements is the process of managing procurement relationships, monitoring contract performance and making changes and corrections as appropriate, and closing out contracts. The key benefit of this process is that it ensures that both the seller's and buyer's performance meets the project's requirements according to the terms of the legal agreements. This process is performed throughout the project, when procurements are active. The inputs and outputs of this process are depicted in Figure 5-12.
The needs of the project determine which components of the project management plan and which project documents are necessary.
5.11.1 PROJECT MANAGEMENT PLAN COMPONENTS
Examples of project management plan components that may be inputs for this process include but are not limited to:
5.11.2 PROJECT DOCUMENTS EXAMPLES
Examples of project documents that may be inputs for this process include but are not limited to:
5.11.3 PROJECT MANAGEMENT PLAN UPDATES
Components of the project management plan that may be updated as a result of this process include but are not limited to:
5.11.4 PROJECT DOCUMENTS UPDATES
Project documents that may be updated as a result of this process include but are not limited to:
5.12 MONITOR STAKEHOLDER ENGAGEMENT
Monitor Stakeholder Engagement is the process of monitoring project stakeholder relationships, and tailoring strategies for engaging stakeholders through modification of engagement strategies and plans. The key benefit of this process is that it maintains or increases the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes. This process is performed throughout the project. The inputs and outputs of this process are depicted in Figure 5-13.
The needs of the project determine which components of the project management plan and which project documents are necessary.
5.12.1 PROJECT MANAGEMENT PLAN COMPONENTS
Examples of project management plan components that may be inputs for this process include but are not limited to:
5.12.2 PROJECT DOCUMENTS EXAMPLES
Examples of project documents that may be inputs for this process include but are not limited to:
5.12.3 PROJECT MANAGEMENT PLAN UPDATES
Components of the project management plan that may be updated as a result of this process include but are not limited to:
5.12.4 PROJECT DOCUMENTS UPDATES
Project documents that may be updated as a result of this process include but are not limited to: