MBAPMSection10.pptVIP

Section 10.0Project Monitoring and Controlling Project Monitoring and Controlling10.1 Overview and General Principles The text (Chapter 7) provides a very good discussion of monitoring and controlling. The two main authors (Meredith Mantel) in earlier, larger, more comprehensive texts introduced into project management a very useful concept. It is called the Plan-Monitor-Control Cycle (P-M-C Cycle). It captures these processes in a logical framework on the next chart that shows: - the intricate connections among planning (what to do); - monitoring (measuring actual results against the plan) - and controlling to analyze variances between the plan and actuals and taking corrective actions as needed.  Project Monitoring and Controlling 10.1 Overview: Some General Principles  Another way to show the P-M-C Cycle is Figure 7.1 in the text—and it adds a useful dimension about who is involved with “Planning and Scheduling” and “Reporting and Controlling.” It should be clear that planning and controlling are “two sides of the same coin.” They are closely interlinked. Planning and controlling are both aimed at producing deliverables—some internal and some external which must be turned over to the customer at or before project completion. Therefore, both planning and controlling must have a sharp focus on deliverables and the associated systems should be designed accordingly. Project Monitoring and Controlling 10.1 Overview: Some General Principles  Throughout every project there are, as was just stated on the previous chart, often many deliverables which must be presented – externally and internally. Examples of deliverables that are mainly internal are: Reports (periodic status, exception—trouble, special analyses) Intermediate products or modules Documentation (test results, cost records, etc.) Training (completed or plans for future) Presentations, reviews of alternatives for a problem--along with a recommendation—that may have turned up from an ana