Monitoring and Controlling Process Group PMBOK Guide 5th Edition Session 9 2016

Monitoring and Controlling Process Group
PMBOK Guide 5th edition

Session 9
2016
1
Session Agenda:
4.4* Manage and Control Project Work

4.5* Perform Integrated Change Control
5.6* Control Scope
8.3* Control Quality
5.5* Validate Scope
6.7* Control Schedule
7.4* Control Cost
10.3* Control Communications
11.6* Control Risk
12.3* Control Procurements
13.4* Control Stakeholder Engagement
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Monitoring and controlling Process Group
Figure A1-41
Monitoring and
Controlling
Process Group
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition,
Project Management Institute, Inc., 2013, Figure A1-41, Page 451. 3
The Monitor and Control Project Work process is concerned with:
•Comparing actual project performance against the project management plan;
• Assessing performance to determine whether any corrective or preventive actions
are needed
• Identifying new risks and analyzing, tracking, and monitoring existing project risks
•Maintaining an accurate, timely information base concerning the project’s
product(s)
• Providing information to support status reporting, progress measurement,
• Providing forecasts to update current cost and current schedule information;
• Monitoring implementation of approved changes as they occur.
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4.4 Monitor and Control Project Work
*Monitor and Control Project Work is the process of tracking, reviewing,

and regulating the progress to meet the performance objectives defined in
the Project Management Plan..
• Monitoring activities include: collecting, measuring, and disseminating
performance information, and assessing measurements and trends for
effective process improvements.
•These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013. 5
4.4 Monitor and Control Project Work
Inputs Tools & Techniques
1. Project management plan 1. Expert judgment Outputs

2. Schedule forecasts 2. Analytical techniques
3. Cost forecasts 3. Project management 1. Change requests
4. Validated changes
information system
5. Work performance 2. Work performance
4. Meetings
information reports
6. Enterprise environmental 3. Project management
factors
plan updates
7. Organizational process
assets 4. Project document
updates
Figure 4-8. Monitor and Control Project Work: Inputs,
Tools & Techniques, and Outputs
Project Management Institute, Inc., 2013, Figure 4-8, Page 86. 6
• Project management plan
• Schedule and Cost forecasts
The forecast may be used to determine if the project is still within defined
tolerance ranges and identify any necessary change requests.
• Validated changes
INPUTS
Approved changes that result from the Perform Integrated Change Control
process require validation to ensure that the change was appropriately
implemented
• Work performance information
Work performance information is circulated through communication processes.
• Enterprise environmental factors
• Organizational process assets
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• Expert judgment
• Analytical techniques
Root cause analysis, Forecasting, Reserve analysis, Trend analysis, Earned value
management, and Variance analysis.
• Project management information system
T&T
• Meetings
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• Change requests
• Work performance reports
• Project management plan updates
OUTPUTS
• Project document updates
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4.5 Perform Integrated Change Control
• Changes are inevitable on most projects, so it’s important to develop
and follow a process to monitor and control changes.
• 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 their disposition.
• Changes to any part of the project management plan or the product of

the project are handled in the integrated change control process.
Change Management Process
Change management is the handling of change requests

A change request leads to the creation of a new release
Change Management process:
• The change is requested (this can be done by anyone including users and developers)
• The change request is assessed against project goals
• Following the assessment, the change is accepted , rejected or postponed
• If it is accepted, the change is assigned to an owner and implemented
• The implemented change is audited.
*The complexity of the change management process varies with the project.
Small projects can perform change requests informally and fast by the PM
Complex projects require detailed change request forms and the official approval of the CCB.
• Three main objectives of change control:

• Influence the factors that create changes to ensure they are beneficial
• Determine that a change has occurred
• Manage actual changes when and as they occur
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4.5 Perform Integrated Change Control
1-Project management plan

Outputs
1. Expert judgment
.2 Work performance
2. Meetings
1. Approved change
reports
3. Change control tools
.3 Change requests request
.4 Enterprise 2. Change log
environmental factors 3. Project management
.5 Organizational process
plan updates
assets
4. Project document
Figure 4-10. Perform Integrated Change Control: Inputs, updates

Tools & Techniques, and Outputs
*Change Control System.
• A formal, documented procedure that describes when and how official

project documents and work may be changed.
• Describes who is authorized to make changes and how to make them
*Change Control Board (CCB).
• A formally chartered group responsible for reviewing, evaluating, approving,

delaying, or rejecting changes to the project, and communicating decisions to
the appropriate stakeholders for implementation
*Change Control meetings.
• A change control board is responsible for meeting and reviewing the change
requests and approving or rejecting those change requests.
Configuration Management required in order:
– To define what the product is
– To track changes to the product
– To help control product integration
– To help deliver the product:
• 1) on schedule,
• 2) within budget, and
• 3) according to the stated quality requirements
*ALL changes flow through a change request and the Integrated Change
Control tools
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Change Request Status updates
The status of all changes, approved or not, will be updated in the change
request log as part of the project document updates.
Project management Plan updates
OUTPUTS
• Any subsidiary management plans, and
• Baselines that are subject to the formal change control process.
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*Questions
*You want to minimize the impact of changes on your project, yet you want to ensure that
change is managed when and if it occurs. This can be done through each of the following
ways except-
a. Rejecting requested changes
b. Approving changes and incorporating them into a revised baseline
c. Documenting the complete impact of requested changes
d. Ensuring that project scope changes are reflected in changes to product scope
*You are implementing a project management methodology for your company that requires
you to establish a change control board. Which one of the following statements best
describes a change control board?
a. Recommended for use on all (large and small) projects
b. Used to review, evaluate, approve, delay, or reject changes to the project
c. Managed by the project manager, who also serves as its secretary
d. Composed of key project team members
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5.6 Control Scope
*Control Scope. The process of monitoring the status of the project and
product scope and managing changes to the Scope Baseline.
• Scope control assures all requested changes and recommended

corrective actions are processed through the project Integrated Change
Control process. (slide 11)
5.6 Control Scope
Outputs
.1 Project management plan 1. Variance analysis
.2 Requirements
.1 Work performance
documentation information
.3 Requirements traceability .2 Change requests
matrix .3 Project management
plan updates
.4 Work performance data
.4 Project documents
.5 Organizational process updates
assets .5 Organizational
process assets updates
Figure 5-16. Control Scope: Inputs, Tools & Techniques,

and Outputs
Variance Analysis
Project performance measurements are used to assess the magnitude of
variation from the original Scope Baseline.
Important aspects of project scope control include determining the
T&T
cause and degree of variance relative to the scope baseline and
deciding whether corrective or preventive action is required.
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Work Performance Information
Includes information on how the project scope is performing compared to
the scope baseline.
OUTPUTS
Project Management Plan Updates
• Scope Baseline Updates. the scope statement, the WBS, and the WBS
dictionary are revised and reissued to reflect the approved changes.
• Other Baseline Updates.
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8.3 Control Quality
*Control Quality - the process of monitoring and recording results of

executing the quality activities to assess performance and recommend
necessary changes.
8.3 Control Quality
Outputs
.1 Project management plan .1 Seven basic quality tools
.2 Quality metrics .1 Quality control
.2 Statistical sampling
measurements
.3 Quality checklists .3 Inspection .2 Validated changes
.4 Work performance data .3 Validated deliverables
.4 Approved change requests
.5 Approved change requests .4 Work performance
.6 Deliverables review information
.5 Change requests
.7 Project documents .6 Project management
.8 Organizational process plan updates
assets .7 Project documents
updates
Figure 8-11. Control Quality: Inputs, Tools & Techniques, .8 Organizational process
and Outputs assets updates
*7 Basic Quality Control Tools
*Common Quality Management Tools

• Brainstorming
• Nominal group techniques
• Affinity Diagrams
• Force field analysis
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*Prevention (keeping errors out of the process)
*inspection (keeping errors out of the hands of the customer).
*Attribute sampling (the result either conforms or does not conform)
*Variable sampling (the result is rated on a scale that measures the degree of conformity).
*Tolerances (specified range of acceptable results)
T&T
*Control limits (that identify the boundaries of common variation in a statistically stable
process or process performance).
*Inspection
. Examining or measuring to verify whether an activity, component, product, result, or
service conforms to specified requirements
• Inspections may be called reviews, peer reviews, audits, or walkthroughs.
• Inspections also are used to validate defect repairs.
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*Validated Changes
Any changed or repaired items are inspected and will be either accepted or rejected
before notification of the decision is provided.
*Verified Deliverables
A goal of the Control Quality process is to determine the correctness of deliverables.
OUTPUTS
*The results of performing the Control Quality process are verified deliverables an input to
Validate Scope for formalized acceptance.
*Organizational Process Assets Updates
• Completed checklists become part of the project documents and organizational
process assets.
• Lessons learned documentation. The causes of variances, the reasoning behind the
corrective action chosen…..
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5.5 Validate Scope
*Validate Scope - the process of formalizing acceptance of the completed

project deliverables.
It increases the chance of final product, service, or result acceptance by
validating each deliverable.
Difference between Scope Validation and Quality Control Process
Scope Validation Quality Control
Is primary concerned with
Acceptance Correctness
of the work results
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5.5 Validate Scope
Tools & Techniques
Inputs
1. Project management Outputs

plan 1. Inspection
.2 Requirements 2. Group decision-making
documentation techniques .1 Accepted deliverables
.3 Requirements .2 Change requests
traceability matrix
.4 Verified deliverables .3 Work performance
.5 Work performance data information
updates
Figure 5-14. Validate Scope: Inputs, Tools & Techniques,
and Outputs
Project Management Plan
It contains the scope management plan that specifies how formal acceptance
of the completed project deliverables will be obtained and the scope baseline
(scope statement, (WBS), and WBS dictionary), used for comparison
INPUTS
Verified Deliverables
The project deliverables that are completed and checked for correctness
through the Control Quality process.
Work Performance Data
Including the degree of compliance with requirements, number and severity
of nonconformities.
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*Inspection
Examining or measuring to verify whether an activity, component, product,
result, or service conforms to specified requirements
T&T
Inspections are called reviews, product reviews, audits, and walkthroughs.
*Group Decision-Making Techniques

These techniques are used to reach a conclusion when the validation is
performed by the project team and other stakeholders.
•These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management 30
Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013.
Accepted Deliverables
Deliverables that meet the acceptance criteria are formally signed off and
approved by the customer or sponsor.
Formal stakeholder acceptance is forwarded to the Close Project or Phase process
OUTPUTS
Change Requests
The completed deliverables that have not been formally accepted are
documented with the reasons for non-acceptance of those deliverables.
* Key point: Verification Vs. Validation
Verification process describes whether the outputs are according to inputs or not,
Validation process describes whether the deliverable is accepted by the user or
not.
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*Questions
*Validate scope-
a. Improves cost and schedule accuracy, particularly on projects using innovative
techniques or technology
b. Is the last activity performed on a project before handoff to the customer
c. Documents the characteristics of the product or service that the project was
undertaken to create
d. Differs from quality control in that validate scope is concerned with the acceptance-
not the correctness-of the work results
*During testing, multiple defects were identified in a product. The project manager overseeing
this product's development can best use which tool to help prioritize the problems?
a- Pareto diagram.
b- Control chart.
c- Variance analysis.
d- Order of magnitude estimate.
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6.7 Control Schedule
*Control Schedule. The process of monitoring the status of project activities to

update project progress and manage changes to the schedule baseline to
achieve the plan.
Schedule control is concerned with:

• Determining the current status of the project schedule
• Influencing the factors that create schedule changes
• Determining that the project schedule has changed
• Managing the actual changes as they occur.
*Schedule control is a portion of the Integrated Change Control process
6.7 Control Schedule
Outputs
.1 Performance reviews
.1 Project management plan .2 Project management
1. Work performance
.2 Project schedule software
information
.3 Work performance data .3 Resource optimization
.2 Schedule forecasts
.4 Project calendars techniques
.3 Change requests
.5 Schedule data .4 Modeling techniques
.4 Project management
.6 Organizational process .5 Leads and lags
plan updates
assets .6 Schedule compression
.7 Scheduling tool
updates
.6 Organizational
process assets updates
Figure 6-22. Control Schedule: Inputs, Tools &
Techniques, and Outputs
Performance Reviews
Performance reviews measure, compare, and analyze schedule performance
such as actual start and finish dates, % complete, and remaining duration for
work in progress.
Techniques used are:
T&T
• Trend analysis.
• Critical path method
• Critical chain method
• Earned value management
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The calculated SV and SPI time performance indicators for WBS components, are
documented and communicated to stakeholders.
Schedule Forecasts
OUTPUTS
Forecasts are updated and reissued
The information includes earned value performance indicators that could impact
the project in the future.
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7.4 Control Costs
Project cost control includes:
• Influencing the factors that create changes to the cost baseline
• Ensuring requested changes are agreed upon
• Managing the actual changes when and as they occur
• Assuring that potential cost overruns do not exceed the authorized

funding periodically and in total for the project
• Detect and understand variances from the cost baseline
• Informing appropriate stakeholders of all approved changes and

associated costs
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7.4 Control Costs
Tools & Techniques
Inputs
.1 Project management plan 1. Earned value management Outputs

.2 Project funding .2 Forecasting
requirements .3 To-complete performance .1 Work performance
.3 Work performance data index (TCPI) information
.4 Organizational process .4 Performance reviews .2 Cost forecasts
assets .5 Project management .3 Change requests
software .4 Project management
.6 Reserve analysis plan updates
Figure 7-10. Control Costs: Inputs, Tools & updates
Techniques, and Outputs .6 Organizational process
assets updates
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) –
Fifth Edition, Project Management Institute, Inc., 2013, Figure 7-10, Page 215. 38
Earned Value Management
• Earned Value Management (EVM) is a project management technique

that objectively tracks physical accomplishment of work
• The (EVM) technique used to track the Progress and Status of a Project &
it aims to Forecast its likely future performance.
• EVM technique integrates the Scope, Schedule and Cost of a project and
answers questions to the stakeholders related to the performance of the
project.
• EVM technique can show:
– Past performance of the project.
– Current performance of the project.
– Predict the future performance of the project using statistical techniques.
Earned Value Terms
Data Element Term Acronym

Scheduled Work Planned Value PV (BCWS)
Earned Value Earned Value EV (BCWP)
Actual Actual Cost AC (ACWP)
Authorized Budget Budget at Completion BAC
Forecasted Cost Estimate at Completion EAC
Work Variance Schedule Variance SV
Cost Variance Cost Variance CV
Completion Variance Variance at Completion VAC
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Terms Interpretation
• Planned Value (BCWS)

– How much work you planned to accomplish in terms of your budget
at a given point in time
• Actual Cost (ACWP)
– How much you have actually spent at a given point in time
• Earned Value (BCWP)
– The value of work performed in terms of your budget of what you
have accomplished at a given point in time
Earned Value: Example
Today
18
14
On Day X:
• PLANNED VALUE (Budgeted cost of work scheduled, BCWS ) =
18 + 10 + 16 + 6 = 50
• EARNED VALUE (Budgeted cost of work performed, BCWP ) =
18 + 8 + 14 + 0 = 40
• ACTUAL COST (of the work performed , ACWP ) =
55 (from your project tracking - not in the above chart)
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Actual Cost: what you Today

have actually spent to this
point in time.
Planned Value: what your

baseline called for spending
Cost
on the tasks planned to be

completed by this date.
Earned Value: value (cost) of

what you have accomplished
to date, per the baseline.
Time (Date)
Today
Over
Budget
Cost
Behind
Schedule
Time (Date)
Performance Indices
• Cost Performance Index

– CPI = BCWP/ACWP
• Schedule Performance Index

– SPI = BCWP/BCWS
• Analysis
– CPI > 1.0  exceptional performance
– CPI < 1.0  poor performance
– Similar for SPI

Variances and Indices: Example
18
14
On Day X:
• PLANNED VALUE (BCWS) = 18 + 10 + 16 + 6 = 50
• EARNED VALUE (BCWP) = 18 + 8 + 14 + 0 = 40
• ACTUAL COST (ACWP) = 55 (from your project tracking)
Therefore:
• Schedule Variance = BCWP – BCWS = 40 - 50 = -10 (behind schedule)
• Schedule Performance Index = 40 / 50 = 0.8, or 80% of plan
• Cost Variance = BCWP - ACWP = 40 - 55 = -15 (over budget)
• Cost Performance Index = 40/55 = .73 , or you’re getting a 73¢ return on every $1.00 spent on this
project
Forecasting
• Forecasting includes making estimates or predictions of conditions in
the project's future based on information and knowledge available at
the time of the forecast.
T&T
*The work performance information provided as the project is executed and
progressed.
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Performance Measurement
Cost
EAC
VAC
ETC BAC
T&T
AC CV
PV SV
EV
Schedule Projected
Slippage Schedule Time
(to date) Slippage
(at completion)
Key:
PV- Budget cost for Work Schedule ETC- Estimate to Complete
EV- Budget cost for Work Performed BAC- Budget at Completion
AC- Actual Cost of Work Performed EAC- Estimate at Completion (-Lasted
SV- Schedule Variance Revised Estimate )
CV- Cost Variance VAC- Variance at Completion
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Formulas for Estimate at Complete (EAC)
1- EAC based on atypical variances at the budgeted rate
EAC = AC + (BAC- EV).
• This approach is most often used when current variances are seen as
atypical and the project management team expectations are that similar
variances will not occur in the future.
T&T
2- EAC based on typical variances at the present CPI
EAC = (BAC) / (CPI)

• This approach is most often used when current variances are seen as
typical of future variance.
• In this scenario you assume that the project will continue to perform to the
end as it was performing up until now. i.e. the CPI will remain the same
for the rest of the project.
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3- EAC forecast for ETC work considering both SPI and CPI factors
EAC = AC + [(BAC – EV) / (cumulative CPI x cumulative SPI)].
ETC work will be performed at an efficiency rate that considers both the
cost and schedule performance indices.
T&T
• You are over budget, behind schedule, and client is insisting to complete
the project on time, i.e. not only the cost but the schedule also has to be
taken into consideration.
• Each of these approaches will provide the project management team with
an “early warning” signal if the EAC forecasts are not within acceptable
tolerances.
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*Mathematical examples of Estimate at Completion (homework)
(Case-1)
You have a project with a budget of $500,000. During execution phase, an incident happens which costs
you a lot of money. However, you are sure that this will not happen again, and you can continue with your
calculated performance for the rest of the project.
To date you have spent $200,000 and the value of the completed work is $175,000
Calculate the Estimate at Completion (EAC).
(Case-2)
You have a project to be completed in 12 months, and the total cost of the project is $100,000. Six months
have passed and $60,000 has been spent, but on closer review you find that only 40% of the work is
completed so far.
Find the Estimate at Completion (EAC) for this project.
(Case-3)
You have a fixed deadline project with a budgeted cost of $500,000 . So far you have spent $200,000 and
the value of the completed work is $175,000. However, as per the schedule you should have earned
$225,000 to date.
Calculate the Estimate at Completion (EAC).
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To-Complete Performance Index (TCPI):
• To Complete Performance Index tells you how fast you have to move to achieve
the target.
• The To Complete Performance Index (TCPI) is the estimate of the future cost
performance that you may need to complete the remaining work of the project
T&T
within the approved budget.
• This budget may be your initial approved budget (BAC), or a new approved budget
•The equation for the TCPI is the work remaining (defined as the BAC minus the EV)
divided by the funds remaining (which can be either the BAC minus the AC, or the EAC
minus the AC).
*The equation for the TCPI based on the EAC= (BAC – EV) / (EAC – AC).
52
Performance Reviews
Comparing cost performance over time, schedule activities overrunning and under
running the budget, and estimated funds needed to complete work in progress.
• Variance analysis.
. Cost and schedule variances are the most frequently analyzed.
T&T
• Trend analysis.
Trend analysis examines project performance over time to determine if performance is
improving or deteriorating.
• Earned value performance.
Earned value management compares the baseline plan to actual schedule and cost
performance.
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*Questions
*A schedule performance index of less than 1.0 indicates that the-

a. Project is running behind the monetary value of the work it planned to accomplish
b. Earned value physically accomplished thus far is 100%
c. Project has experienced loss of time
d. Project may not be on schedule, but the project manager need not be concerned
*A recent earned value analysis shows that your project is 20 percent complete, the CPI is
0.67, and the SPI is 0.87. In this situation, you should-
a. Perform additional resource planning, add resources, and use overtime as needed
to accomplish the same amount of budgeted work
b. Re-baseline the schedule, then use Monte Carlo analysis
c. Conduct a risk response audit to help control risk
d. Update the risk identification and qualitative and quantitative risk analyses
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10.3 Control Communication
*Control Communications - the process of monitoring and
controlling communications throughout the entire project life cycle
to ensure the information needs of the project stakeholders are
met.
10.3 Control Communication
Outputs
.1 Project management plan .1 Information
.2 Project communications management systems .1 Work performance
.3 Issue log .2 Expert judgment information
.4 Work performance data .3 Meetings .2 Change requests
.5 Organizational process .3 Project management plan
updates
assets
updates
Figure 10-7. Control Communications: Inputs, Tools &
Techniques, and Outputs .5 Organizational process
assets updatess
*Project Management Plan
• Stakeholder communication requirements,
• Reason for the distribution of the information,
• Timeframe and frequency for the distribution of required information,
• Individual or group responsible for sending and receiving the information
INPUTS
*Project Communications
• Deliverables status, Schedule progress, and Costs incurred.
*Issue Log
A project document used to document and monitor elements under discussion or
in dispute between project stakeholders.
A written log documents and helps to monitor who is responsible for resolving
specific issues by a target date. 57
Information Management Systems
An information management system provides a set of standard tools
for the project manager to capture, store, and distribute information
to stakeholders about the project's costs, schedule progress, and
T&T
performance.
58
Performance Reporting
•Status Report Describing where the project now stands regarding

performance measurement baselines in cost, schedule, scope and quality
OUTPUTS
•Progress Report Describing what has been accomplished
•Trend Report Examining project results over time to see if performance is
improving or deteriorating
•Forecasting Report Predicting future project status and performance
•Variance Report Comparing actual results to baselines
•Earned Value Integrating scope, cost and schedule measures to assess
project performance.
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Change Requests
The Control Communications results in the need for adjustment, action, and
intervention.
OUTPUTS
• New or revised cost estimates, activity sequences, schedule dates, resource
requirements, and analysis of risk response alternatives;
• Adjustments to the project management plan and documents;
• Recommendations of corrective and preventive actions.
60
11.6 Control Risks
*Control Risks the process of implementing risk response plans, tracking
identified risks, monitoring residual risks, identifying new risks, and evaluating
risk process effectiveness throughout the project.
Monitor and Control Risks process are to determine if:
• Project assumptions are still valid
• Analysis shows an assessed risk has changed or retired
• Risk management policies and procedures are being followed
• Contingency reserves of cost or schedule should be modified in
alignment with the current risk assessment.
11.6 Control Risks
Tools & Techniques
Inputs
.1 Risk reassessment Outputs

.1 Project management plan
.2 Risk audits
.2 Risk register
.3 Variance and trend analysis .1 Work performance
.3 Work performance data information
.4 Technical performance
.4 Work performance reports measurement .2 Change requests
.5 Reserve analysis
plan updates
.6 Meetings
updates
Figure 11-20. Control Risks: Inputs, Tools & .5 Organizational process
assets updates
Risk Reassessment
Control Risks often results in identification of new risks, reassessment of current
risks, and the closing of risks that are outdated.
Variance and Trend Analysis
T&T
Trends in the project's execution should be reviewed using performance data.
Earned value analysis and other methods of project variance and trend analysis
may be used for monitoring overall project performance.
63
Risk Audits
Risk audits examine and document the effectiveness of risk responses in
dealing with identified risks and their root causes, as well as the effectiveness
of the risk management process.
Reserve Analysis
T&T
During project execution, some risks may occur, with positive or negative
impacts on budget or schedule contingency reserves.
Reserve analysis compares the amount of the contingency reserves remaining
to the amount of risk remaining at any time in the project, in order to
determine if the remaining reserve is suitable.
64
Key Definitions:
• Contingency plans are predefined actions that the project team will take if an
identified risk event occurs.
• Fallback plans are developed for risks that have a high impact on meeting project
objectives, and are put into effect if attempts to reduce the risk are not effective.
• Contingency reserves or allowances are provisions held by the project Key decision
makers of the performing organization to reduce the risk of cost or schedule
overruns to an acceptable level.
• Watch list, a list of risks that are of low priority, but still identified as potential risks.
• Symptoms are early warning signs determined by PM
• Workarounds unplanned responses to negative risk events (response was not
planned in advance)
4
*Questions
*Your company CEO just sent you an e-mail asking you to make a presentation on
your project, which has been in progress for 18 months, to over 50 identified internal
and external stakeholders. He scheduled the presentation for next Monday. The first
step in preparing the presentation is to-
a. Define the audience
b. Determine the objective
c. Decide on the general form of the presentation
d. Plan a presentation strategy
*Your project team has identified all the risks on the project and has categorized
them as high, medium, and low. The “low" risks are placed on which one of the
following for monitoring?
a. Threat list
b. Low risk list
c. Watch list
d. Low impact list
66
12.3 Control Procurements
*Control Procurements - the process of managing procurement
relationships, monitoring contract performance, and making changes and
corrections to contracts as appropriate.
On larger projects with multiple products, services, and results providers, a key
aspect of contract administration is managing interfaces among the various
providers
Contract administration includes:
•Direct and Manage Project Execution to authorize the contractor's work
at the appropriate time
•Performance Reporting to monitor contractor cost, schedule, and
technical performance
•Control Quality to inspect and verify the conformance of the contractor's
product
•Integrated Change Control to assure that changes are properly
approved, and that appropriate stakeholders are aware of such changes
•Control risk to ensure that agreements risks are mitigated.
68
12.3 Control Procurements
Tools & Techniques
Inputs
1- Project management plan .1 Contract change control Outputs

system
.2 Procurement documents
.2 Procurement performance
.3 Agreements .1 Work performance
reviews
.4 Approved change .3 Inspections and audits information
requests .4 Performance reporting .2 Change requests
.5 Payment systems .3 Project management
.5 Work performance reports .6 Claims administration
plan updates
.6 Work performance data .7 Records management
system .4 Project documents
updates
.5 Organizational process
Figure 12-6. Control Procurements: Inputs, Tools & assets updates
Inspections and Audits
Inspections and audits can be conducted during execution of the project to
verify compliance in the seller’s work processes or deliverables.
Payment Systems
All payments should be made and documented in strict accordance with the
T&T
terms of the contract.
Records Management System

It consists of a specific set of processes, related control functions, and
automation tools that are consolidated and combined as part of the project
management information system.
70
Claims Administration
• A claim is a form of seller's change requests.
•These changes are called claims, disputes, or appeals
•Claims are documented, processed, monitored, and managed throughout the
contract life cycle.
T&T
•If the parties themselves do not resolve a claim, it may be handled in
accordance with the dispute resolution procedures established in the
contract.
• These contract clauses can involve arbitration, and can be invoked prior to or
after contract closure.
*Types of dispute resolutions – Negotiation, Mediation& Arbitration and
Litigation
71
Provides a basis for identification of current or potential problems to support
later claims or new procurements.
Contract compliance reports support improved communications with vendors
OUTPUTS
so that potential issues are addressed promptly to the satisfaction of all
parties.
72
13.4 Control Stakeholder Engagement
• Control Stakeholder Engagement - The process of monitoring

over all project stakeholder relationships and adjusting
strategies and plans for engaging stakeholders.
This process increase the efficiency and effectiveness of

stakeholder engagement activities throughout the project.
13.4 Control Stakeholder Engagement
Tools & Techniques
Inputs
.1 Information management
Outputs
systems
plan .1 Work performance
.2 Expert judgment information
.2 Issue log
.3 Meetings .2 Change requests
.3 Work performance data
.4 Project documents plan updates
updates
Figure 13-8. Manage Stakeholder Engagement: Inputs, .5 Organizational process
Tools & Techniques, and Outputs assets updates

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Monitoring and Controlling Process Group

PMBOK Guide 5th edition

4.4* Manage and Control Project Work

*Monitor and Control Project Work is the process of tracking, reviewing,

Inputs Tools & Techniques

1. Project management plan 1. Expert judgment Outputs

• Changes are inevitable on most projects, so it’s important to develop

and follow a process to monitor and control changes.

• The process of reviewing all change requests; approving changes and

• Changes to any part of the project management plan or the product of

Change management is the handling of change requests

• Three main objectives of change control:

• Determine that a change has occurred

• Manage actual changes when and as they occur

Inputs Tools & Techniques

1-Project management plan

Figure 4-10. Perform Integrated Change Control: Inputs, updates

• A formal, documented procedure that describes when and how official

• Describes who is authorized to make changes and how to make them

*Change Control Board (CCB).

• A formally chartered group responsible for reviewing, evaluating, approving,

Project management Plan updates

• Scope control assures all requested changes and recommended

Figure 5-16. Control Scope: Inputs, Tools & Techniques,

*Control Quality - the process of monitoring and recording results of

*Common Quality Management Tools

*Validate Scope - the process of formalizing acceptance of the completed

Scope Validation Quality Control

Is primary concerned with

of the work results

1. Project management Outputs

*Group Decision-Making Techniques

* Key point: Verification Vs. Validation

*Control Schedule. The process of monitoring the status of project activities to

Schedule control is concerned with:

• Influencing the factors that create schedule changes

• Determining that the project schedule has changed

• Managing the actual changes as they occur.

*Schedule control is a portion of the Integrated Change Control process

Inputs Tools & Techniques

• Ensuring requested changes are agreed upon

• Managing the actual changes when and as they occur

• Assuring that potential cost overruns do not exceed the authorized

• Detect and understand variances from the cost baseline

• Informing appropriate stakeholders of all approved changes and

.1 Project management plan 1. Earned value management Outputs

• Earned Value Management (EVM) is a project management technique

Data Element Term Acronym

• Planned Value (BCWS)

Actual Cost: what you Today

Planned Value: what your

on the tasks planned to be

Earned Value: value (cost) of

• Cost Performance Index

• Schedule Performance Index

– Similar for SPI

EAC = (BAC) / (CPI)

EAC = AC + [(BAC – EV) / (cumulative CPI x cumulative SPI)].

Calculate the Estimate at Completion (EAC).

Find the Estimate at Completion (EAC) for this project.

*A schedule performance index of less than 1.0 indicates that the-

•Status Report Describing where the project now stands regarding

.1 Risk reassessment Outputs