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Monitoring&ControllingProcess
Group
(part1)
PMBOK
4th
edition
By
PMI
MENA
Chapter
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Contents
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4.4 Monitor&ControlProjectWork
4.5 PerformIntegratedChangeControl
5.4 VerifyScope
5.5 ControlScope
6.6 ControlSchedule
7.3 ControlCost
8.3 PerformQualityControl
10.5
ReportPerformance
11.6 Monitor&ControlRisk
12.3 AdministerProcurement
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Monitor
and
Control
Project
Work
Theprocessoftracking,reviewing,andregulatingtheprogresstomeettheperformanceobjectivesdefinedintheprojectmanagementplan.
Monitoringisperformedthroughouttheproject,andakeyindicatorforprojecthealth.
Controlincludesdeterminingcorrectiveorpreventiveactionsorreplanningandfollowinguponactionplans
todetermine
if
the
actions
taken
resolved
the
performanceissue.
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Monitor
and
Control
Project
Work
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Monitor
and
Control
Project
Work:
Inputs
Performancereports
Performancereportscanbeusedtoreportthekeyinformationincludingbutnotlimitedto:
Currentstatus,
Accomplishments,
Milestonesstatus,
Identified
issues,
Forecasts
.
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Monitor
and
Control
Project
Work:
Inputs
OrganizationalProcessAssets
Organizationcommunicationrequirements,
Financialcontrolsprocedures,
Issuesanddefectmanagementprocedures,
Riskcontrolprocedures,
Processmeasurementdatabaseusedtomakeavailable
measurementdataonprocessesandproducts, Lessonslearneddatabase.
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Monitor
and
Control
Project
Work:
Tools
&
Tech.
ExpertJudgment
Usedbytheprojectmanagementteamtointerprettheinformationprovidedbythemonitorandcontrol
processes.
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Monitor
and
Control
Project
Work:
Outputs
Changerequest
Changeswhichmayexpand,adjust,orreduceprojectorproductscope,
Changescanimpacttheprojectmanagementplan,projectdocuments,orproductdeliverables,
Changesmayincludebutarenotlimitedto:
Correctiveaction.
Preventiveaction
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Monitor
and
Control
Project
Work:
Outputs
ProjectManagementPlanUpdatesIncludes
Schedulemanagementplan,
Costmanagementplan,
Qualitymanagementplan,
Scopebaseline,
Schedulebaseline,and
Costperformancebaseline
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Contents
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4.4 Monitor&ControlProjectWork
4.5 PerformIntegratedChangeControl
5.4 VerifyScope
5.5 ControlScope
6.6 ControlSchedule
7.3 ControlCost
8.3 PerformQualityControl
10.5
ReportPerformance
11.6 Monitor&ControlRisk
12.3 AdministerProcurement
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PerformIntegratedChangeControl
Theprocessof:
Reviewingallchangerequests,
Approvingchanges,and
Managingchangestothe:
Deliverables,
Organizationprocessassets,
Projectdocuments,
and
Projectmanagementplan.
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PerformIntegratedChangeControl
ThechangemanagementprocessperformedfromprojectInitiationthroughClosing.
ChangeControlisnecessarybecauseprojectsseldomrunexactlyaccordingtotheprojectmanagementplan.
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PerformIntegratedChangeControl
Theprojectmanagersresponsibilityistomanagechanges.
Changesdontnecessarilymeannegativeconsequences.
Changescanproducepositiveresultsaswell.
Justbecauseachangeisrequesteddoesntmeanthatyouhavetoimplementit.
Alwaysworktodiscoverthereasonsforthechangeanddetermineiftheyrejustifiable,byknowingthecostofthechange.
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PerformIntegratedChangeControl
Thepurposeofthechangemanagementprocessare:
Identifyingthatachangeneedstooccurorhasoccurred.
Influencingthefactorsthatcircumventintegratedchangecontrol.
Reviewingandapprovingrequestedchanges.
Reviewingandapprovingallrecommendedcorrectiveand
preventiveactions.
Documentingthecompleteimpactofrequestedchanges.
Controllingandupdatingtherequirementsbaseduponapprovedchanges.
Maintainingtheintegrityofbaselinesbyreleasingonlyapprovedchangesforincorporationintoprojectproductsorservices.
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PerformIntegratedChangeControl
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ChangeControlMeetings
Achangecontrolboardisresponsibleformeetingandreviewing thechangerequestsandapprovingorrejectingthosechangerequests.
Therolesandresponsibilitiesofthoseboardsareclearlydefinedandareagreeduponbyappropriate
stakeholders.
Allchangecontrolboardsdecisionsaredocumentedand
communicated
to
the
stakeholders
for
information
and
followupactions.
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ChangeControlSystem
Changecontrolsystemsaredocumentedproceduresthatdescribe:
howtosubmitchangerequests,
howtomanagechangerequests,and
themanagementimpactsofthechangesastheypertaintoprojectperformance
Thechangecontrolsystemdefinesthelevelofauthorityneededtoapprovechanges.
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Therearetwothingsyoushouldrequireatthebeginningofallprojectsregardingchange.
First,Itisrecommendedthatyourequireallchange
requeststobesubmittedinwriting.Thisistoclarifythechangeandmakesurenoconfusionexistsregardingwhatisrequested.
Second,allchangerequestsmustcomethroughtheformalchangecontrolsystem.
Ifyouallowchangestooccurtotheprojectwhenever
requested,you
would
probably
never
complete
the
project.
RequirementsforChange
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ConfigurationManagement
Configurationmanagementsystemwithintegratedchangecontrolprovideastandardized,effective,andefficientprocesstocentrallymanagechangeswithina
project.
Theconfigurationmanagementinclude:
identifying, documenting,and
controllingchangestothebaseline.
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Configurationverificationandaudit
ensurethecompositionofaprojectsconfigurationitemsiscorrectandthatcorrespondingchangesare:
registered,
assessed,
approved,
tracked,and
correctlyimplemented
ConfigurationManagement
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Configurationstatusaccounting
informationisrecordedandreportedastowhenappropriatedataabouttheconfigurationitemshouldbe
provided.
Thisinformationincludesalistingof:
approved
configuration
identification,
statusofproposedchangestoconfiguration,and
theimplementationstatusofapprovedchanges.
ConfigurationManagement
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VarianceAnalysis
Scheduleperformancemeasurements(SV,SPI)areusedtoassessthemagnitudeofvariationtotheoriginal
baseline.
Thetotalfloatvarianceisalsoanessentialplanningcomponenttoevaluateprojecttimeperformance.
Schedulecontrolincludedeterminingthecauseanddegreeofvariancerelativetotheschedulebaselineanddecidingwhethercorrectiveorpreventiveactionisrequired.
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7CostKnowledgeArea
7.3 ControlCosts
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ControlCost
Influencingthefactorsthatcreatechangestotheauthorizedcostbaseline.
Assuringthatpotentialcostoverrunsdonotexceedthe
authorizedfunding.
Monitoringcostperformancetodetectvariancesfromthecostbaseline.
Recordingallappropriatechangesaccuratelyagainstthecostbaseline.
Preventingincorrect,inappropriate,orunauthorizedchanges.
Informingappropriatestakeholdersofapprovedchanges.
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ControlCost
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EarnedValue(EV)managementAcronymTermData Element
PV (BCWS)Planned ValueScheduled Work
EV (BCWP)Earned ValueEarned Value
AC (ACWP)Actual CostActualBACBudget at CompletionAuthorized Work
EACEstimate at CompletionForecasted Cost
SVSchedule VarianceWork Variance
CVCost VarianceCost Variance
VACVariance at CompletionCompletion Variance
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PerformanceIndex
CostandScheduleperformanceefficiencycalculations;expressedin$
CostPerformanceIndex(CPI)
CPI=EV/AC
SchedulePerformance
Index
(SPI)
SPI=EV/PV
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EstimateatCompletion(EAC)
Themanagementsassessmentofthecostoftheprojectatcompletion
Aftervarianceanalysis,theestimatedcostatcompletionis
determine
AnEACisaforecastofthemostlikelytotalvaluebased
on
project
performance
and
risk
quantification.
EACistheprojectedoranticipatedtotalfinalvalueforascheduleactivity,WBScomponent,orprojectwhenthe
definedworkoftheprojectiscompleted.
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EACCalculations
Scenario#2:themostcommonforecastingtechniquesforcalculatingEACusingearnedvaluedataaresomevariationof:
EACusingremainingbudget.
EACequalsACCplusthebudgetrequiredtocompletetheremainingwork,whichisthebudgetatcompletion(BAC)minustheearnedvalue(EV).
Thisapproachismostoftenusedwhencurrentvariancesareseenasatypicalandtheprojectmanagementteamexpectationsarethatsimilarvarianceswillnotoccurinthe
future. Formula:EAC=ACC+BACEV
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EACCalculations
Scenario#3:EACusingCPIC.
EACequalsactualcoststodate(ACC)plusthebudgetrequiredtocompletetheremainingprojectwork,whichis
theBAC
minus
the
EV,
modified
by
aperformance
factor
(oftentheCPIC).
Thisapproachismostoftenusedwhencurrentvariancesareseenastypicaloffuturevariances.
Formula:EAC=ACC+((BACEV)/CPIC)
Eachoftheseapproachescanbethecorrectapproachfor
anygiven
project
and
will
provide
the
project
managementteamwithasignaliftheEACforecastsarenotwithinacceptabletolerances.
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EarnedValueExample
CV=EVAC=25002800= 300
weareoverbudgetby$300
CPI=EV/AC=2500/2800=0.893
wearegetting89centsoutofeverydollarweputintheproject
SV=EVPV=25003000= 500
wearebehindschedule
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ReportPerformance
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ChangeHistoryVer Date Author Reviewe
rReasonforChange
1.00 20Nov2009 MohamedAbuSen
AmalIsmail
Initialrelease.
1.10
30Nov
2009
Mohamed
AbuSen Amal
Ismail QCslides
were
moved
to
the
Quality
Planningpresentations.
1.20 6Oct.2010 Amal Dividingcontrollingsessioninto2parts
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30,
2010
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