1. MONITORING & CONTROLLING PROCESSES GROUP

2. STRUCTURE OF THE LECTURE OVER THE 14 WEEKS
ITEM
WEEK APR
EXECUTING PROCESS-Direct and Manage Project Execution, Acquire Project Team, Develop Project Team, Distribute Information, Perform Quality Assurance, Conduct Procurement
WEEK APR
EXECUTING PROCESS- Manage Project Team, Management Stakeholder Expectation.
WEEK MAY
MONITORING AND CONTROLLING PROCESS-Control Schedule, Control Cost, Quality Control, Scope Control, Monitor and Control Project Works
WEEK APR
MONITORING AND CONTROLLING PROCESS-Perform Integrated Change Management, Report Performance, Monitor and Control Risk, Administer Procurements
WEEK MAY
CLOSING PROCESS: Close Project or Phase, Close Procurements, Professional Responsibility
WEEK MAY
CLOSING CEREMONY
END OF COURSE EXAMINATION TEST-SAMPLE EXAMINATION

3. Monitoring & Controlling Processes Group
Those Processes required to
track, review, and regulate the progress and performance of project;
identify any areas in which changes to the plan are required; and
initiate the corresponding changes.

4. Monitoring & Controlling Processes Group
The Monitoring and Controlling Process Group consists of those processes performed to observe project execution so that potential problems can be taken, when necessary, to control the execution of the project.
The project team should determine which of the processes are required for the team’s specific project.

5. Monitoring & Controlling Processes Group
The key benefit of this Process Group is that project performance is observed and measured regularly to identify variances from the project management plan.
The Monitoring and Controlling Process Group also includes, for example:
Controlling changes and recommending preventive action in anticipation on possible problems,
Monitoring the ongoing project activities against the project management plan and the performance baseline,
Influencing the factors that could circumvent integrated change control so that only approved changes are implemented

6. Monitoring & Controlling Processes Group
This continuous monitoring provides the project team insight into the health of the project and highlights any areas that require additional attention.
The Monitoring and Controlling Process Group not only monitors and controls the work being done within the Process Group, but also monitors and controls the entire project effort. In multi-phase projects, the Monitoring and Controlling Process Group also provides feedback between phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan.

7. PMP EXAMS OBJECTIVE OBJECTIVE WHAT IT REALLY MEANS
Measure Project Performance
You must understand how to measure project performance against cost, schedule, and scope baselines. You must also understand the terms involved in cost and schedule performance analysis, such as BAC, EV, AC, CV, SV, CPI, SPI, ETC, EAC, and VAC
Verify and Manage Changes to the Project
You should know how to manage changes to the project scope, project schedule, and project cost.
Develop Change Management Plan
That means you must understand the perform integrated change control process. You also must understand the impact of a change across the project –for example the triple constraint
Ensure Project Deliverables Conform to Quality Standards
You must understand how to perform the quality control process by using appropriate tools and techniques, such as control chart, flowcharting, pareto diagrams, statistical sampling, and inspection
Monitor all Risks
You need to know that you must actively monitor the identified risk and identify and respond to the new risks as they appear. You must understand the risk monitoring and controlling process. You should also be familiar with the risk response techniques, such as acceptance, transference, and mitigation etc.

8. MONITORING AND CONTROLLING PROCESSES
4TH EDITION- 10 PROCESSES
3RD EDITION-12 PROCESSES
1. Monitor and Control Project Work
2. Perform Integrated Change Control
2. Integrated Change Control
3. Verify Scope
3. Scope Verification
4. Control Scope
4. Scope Control
5. Control Schedule
5. Schedule Control
6. Control Costs
6. Cost control
7. Perform Quality Control
8. Report Performance
8. Performance Reporting
9. Monitor and Control Risks
9. Risk Monitoring and Controlling
10. Administer Procurement
10. Contract Administration
11. Manage Project Team
12. Manage Stakeholders

9. MONITOR AND CONTROL PROJECT WORK
MONITORING AND CONTROLLING

10. Monitor and Control Project Work
The Monitor and Control Project Work process is the process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan.

11. Monitor and Control Project Work
The process is performed to monitor project processes associated with initiating, planning, executing, and closing. Corrective or preventive actions are taken to control the project performance. Monitoring is an aspect of project management performed throughout the project.

12. Monitor and Control Project Work
Monitoring includes collecting, measuring, and disseminating performance information, and assessing measurements and trends to effect process improvements.
Continuous monitoring gives the project management team insight into the health of the project, and identifies any areas that can require special attention.

13. The Monitoring 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 indicated, and then recommending those actions as necessary
Maintaining an accurate, timely information base concerning the project’s product (s) and their associated documentation through project completion

14. The Monitoring and Control Project Work process is concerned with:
Providing information to support status reporting, progress measurement, and forecasting
Providing forecasts to update current cost and current schedule information
Monitoring implementation of approved changes when and as they occur.

15. Monitor and Control project work
Direct and Manage Project Execution
CAN 2008
Integrated Change Control
Outputs
Change Requests
Project Management Plan update
Project Document Update
Transformation
Expert Judgment
Inputs
Project Management Plan
Work Performance Data
Performance Reports
Forecasts
Enterprise Environmental Factors
Organizational Process Assets 15

16. PERFORM INTEGRATED CHANGE CONTROL
MONITORING AND CONTROLLING

17. Perform Integrated Change Control
Perform Integrated Change Control is the process of reviewing all
Change requests,
Approving changes and
Managing changes to the
Deliverables, Organizational process assets, Project documents and the Project management plan.

18. Perform Integrated Change Control
This process is performed from project inception through to completion.
Change control is necessary because project seldom run exactly according to the project management plan.
The Project Management plan, the Project Scope Statement, and other deliverables must be maintained by carefully and continuously managing changes, either by rejecting changes or

19. Perform Integrated Change Control
Or by approving changes so those changes are incorporated into the revised baseline.
The Perform Integrated Change Control process includes the following change management activities in differing levels of detail, based upon completion of project execution:

20. Perform Integrated Change Control
Identifying that a change needs to occur or has occurred
Influencing the factors that could circumvent integrated change control so that only approved changes are implemented
Reviewing and Approving requested change

21. Perform Integrated Change Control
Managing the approved changes when and as they occur, by regulating the flow of requested changes
Maintaining the integrity of baselines by releasing only approved changes for incorporating into project products or services, and maintaining their related configuration and planning documentation
Reviewing and approving all recommended corrective and preventive actions

22. Perform Integrated Change Control
Controlling and updating the scope, cost, budget, schedule and quality requirements based upon approved changes, by coordinating changes across the entire project. For example proposed schedule change will often affect cost, risk, quality, and staffing
Documenting the complete impact of requested changes

23. Perform Integrated Change Control
Validating defect repairs
Controlling project quality to standards based quality reports

24. Perform Integration Change Control
Monitor and Control Project Work
Newmont Ghana Project
Direct and Manage Project Execution
Inputs
Change Requests
Organizational Process Assets
Transformation
Expert Judgment
Change Control meetings
Outputs
Change Request Status update
Project Management Plan updates
Project Document Updates 24 24

25. Perform Integration Change Control
If a change request is deemed feasible but outside the scope, then implementing that request will result in a baseline change. If the change request is not deemed feasible the change request will be rejected and possibly sent back to the requester for additional.

26. MONITORING AND CONTROLLING
CONTROL SCOPE
MONITORING AND CONTROLLING

27. Control Scope
Control Scope is the process of monitoring the status of the project and product scope and control changes. Controlling the project scope ensures all requested changes and recommended corrective actions are processed through the Perform Integrated Change Control process.
The process is concerned with influencing the factors that create project scope changes and controlling the impact of those change

28. Control Scope
Project scope control is also used to manage the actual changes when they occur and is integrated with other control processes.
Uncontrolled changes are often referred to as project scope creep.
Change is inevitable, thereby mandating some type of change control process.

29. Direct and Manage Project Work
Control Scope
Direct and Manage Project Work
Newmont Ghana Project
Close Project
Tools and Techniques
Variance Analysis
Replanning
Outputs
Work Performance Measurements
Change Requests
Organizational Process Assets updates
Project Management Plan
Inputs
Project Management Plan
Scope Baseline
Work Performance Data
Stakeholder Requirement Documentation
Requirement Traceability 29 29

30. MONITORING AND CONTROLLING
VERIFY SCOPE
MONITORING AND CONTROLLING

31. Verify Scope
This is the process of obtaining the stakeholders’ formal acceptance of the completed project scope and associated deliverables.
Verifying the project scope includes reviewing deliverables to ensure that each is completed satisfactorily.

32. Verify Scope
If the project is terminated early, the project scope verification process should establish and document the level and extent of completion.
Scope verification differs from quality control in that scope verification is primarily concerned with meeting the acceptance of the deliverable, while quality control is primarily concerned with meeting the quality requirements specified for the deliverables.

33. Direct and Manage Project Work
Verify Scope
Direct and Manage Project Work
Newmont Ghana Project
Close Project
Transformation
Inspection
Outputs
Accepted Deliverables
Change Requests
Inputs
Scope Baseline
Stakeholder Requirement Documentation
Requirement Traceability Matrix
Validated Deliverables 33 33

34. MONITORING AND CONTROLLING
CONTROL SCHEDULE
MONITORING AND CONTROLLING

35. Control Schedule
Control Schedule is the process of monitoring the status of the projects to update project progress and managing changes to the schedule.

36. Schedule Control 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 component of the Perform Integrated Change Control process

37. Direct and Manage Project Work
Schedule Control
Direct and Manage Project Work
Newmont Ghana Project
Close Project
Tools and Techniques
Progress Reporting
Change control system
Performance measurement
Project Management Software
Variance Analysis
Schedule comparison bar chart
Resource Leveling
What-if-Scenario analysis
Adjustment leads and lags
Schedule compression
Schedule tool
Outputs
Work Performance measurements
Organizational Process Assets updates
Change Requests
Project management Plan updates
Project document updates
Inputs
Project Management Plan
Schedule Baseline
Performance Reports
Approved Change Requests 37 37

38. Perform Quality Control (QC)
This process involves monitoring specific project results to determine whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory results.
It should be performed throughout the project.
Quality standards include project processes and product goals

39. Terminology
Prevention (keeping errors out of the process) and inspection (keeping errors out of the hands of the customer)
Attribute sampling (the result conforms, or it does not) and variables sampling (the result is rated on a continuous scale that measures the degree of conformity)

40. Terminology
Special causes (unusual events) and common (normal process variation). Common causes are also called random causes.
Tolerances (the result is acceptable if it falls within the range specified by the tolerance) and control limits (the process is in control if the result falls within the control limits).

41. PERFORM QUALITY CONTROL
MONITORING AND CONTROLLING

42. Perform Quality Control (QC)
The project results include deliverables and project management results, such as cost and schedule performance
QC is often performed by quality control department or similar titled unit.
QC can include taking action to eliminate causes of unsatisfactory project performance
The project management team should have a working knowledge of statistical quality control, especially sampling and probability to help evaluate QC outputs.

43. Perform Quality Control Direct and Manage Project Work
CAN 2008
Close Project
Transformation
Cause and Effect Diagram
Control Charts
Flowcharting
Histogram
Pareto Chart
Run Chart
Scatter Diagram
Statistical Sampling
Inspection
Defect Repair Review
Outputs
Quality Control measurements
Validated defect repair
Quality Baseline (U)
Recommended Corrective Actions
Recommended Preventive Actions
Requested Changes
Recommended Defect Repairs
OPA (U)
Validated deliverable
Project Management Plan (U)
Inputs
Quality Management Plan
Quality Metrics
Quality Checklists
Organizational Process Assets
Work Performance Information
Approved Change Requests
Deliverables 43 43

44. MONITORING AND CONTROLLING
CONTROL COSTS
MONITORING AND CONTROLLING

45. CONTROL COSTS
Control Costs is the process of monitoring the status of the project to update the budget and managing changes to the baseline.
Monitoring the expenditure of funds without regard to the value of work being accomplished for such expenditures has little value to the project other than to allow the project team to stay within the authorized funding.

46. CONTROL COSTS
Thus much of the effort of cost control centers on the relationship of the consumption of the project funds to physical work being accomplished for such expenditures.
The key to effective cost control is the management of the approved cost performance baseline and the changes to that baseline.

47. Cost Control Project Cost Control includes:
Influencing factors that create changes to the cost baseline
Ensuring requested changes are agreed upon
Managing the actual changes when they occur
In-country fundraising problematic because: few donors, tradition of philanthropy weak (no tax incentives). Govt. reg. difficult.
Maintain contact with bilaterals- Bolivia example 47

48. Cost Control Project Cost Control includes:
Ensuring that cost expenditures do not exceed the authorized funding, by period and in total for the project.
Monitoring cost performance to isolate and understand variances from the approved cost baseline
Monitoring work performance against funds expended
Preventing unapproved change from being included in the reported cost or resource usage
Informing appropriate stakeholders of all approved changes and associated cost, and
Acting to bring expected cost overruns within acceptable limits
In-country fundraising problematic because: few donors, tradition of philanthropy weak (no tax incentives). Govt. reg. difficult.
Maintain contact with bilaterals- Bolivia example 48

49. Cost Control
Project cost control seeks out the causes of positive and negative variances and is part of the perform Integrated Change Control process
In-country fundraising problematic because: few donors, tradition of philanthropy weak (no tax incentives). Govt. reg. difficult.
Maintain contact with bilaterals- Bolivia example 49

50. Direct and Manage Project Work
Cost Control
Direct and Manage Project Work
CAN 2008
Close Project
Transformation
Earned Value measurement
To-complete Performance Index
Variance Analysis
Forecasting
Project Status Performance Reviews
Project Management Software
Outputs
Work Performance Measurements
Forecasted Completion
Organizational Process Assets Update
Change Requests
Project Management Plan update
Project Document updates
Inputs
Cost Performance Baseline
Project Funding Requirements
Work Performance Data
Organization Process Assets 50 50

51. Earned Value - Variables
Independent
Planned Value, PV
Earned Value, EV
Actual Cost, AC
Dependent
Schedule Performance Index, SPI
Cost Performance Index, CPI
Schedule Variance, SV
Cost Variance, CV

52. Schedule Performance = EV SPI Schedule Variance = EV - PV
<1: value less than scheduled value – bad
=1: value equal to scheduled value – expected
>1: value greater than scheduled – good = PV
Schedule Variance = EV - PV
-ve: project behind schedule
+ve: project ahead of schedule
±0: project on schedule or completed

53. Cost Performance = EV CPI AC Cost Variance = EV - AC
<1: cost overrun of the estimates – bad?
=1: value equal to value spent – expected value
>1: cost underrun of the estimates – good? = EV AC
Cost Variance = EV - AC
-ve: project over budget – bad?
±0: project on budget – expected value
+ve: project under budget – good?

54. } } Forecasting Equations ETC = BAC - EV ETC = (BAC - EV)/CPI
EAC
Project Start
Data Date
Project End AC
EAC = AC + ETC = AC + (BAC - EV)
EAC = AC +
BAC - EV
CPI

55. Questions

56. TIME, RISK, COMMUNICATIONS
CALCULATIONS
TIME, RISK, COMMUNICATIONS

57. COMMUNICATIONS
CALCULATIONS

58. Communications
1. A project had 10 key stakeholders. During the planning stage, 5 more key stakeholders were identified and analyzed. How many more potential communications channels were introduced by the discovery of the new stakeholders?
2. A project management organization by a process of organizational rationalization and redesign changed the number of potential communications channels from 190 to 105. How many team members were separated from the team?
3. A project management team of two has 8 key stakeholders to work with. How many potential communications channels exist on the project?

59. RISK
CALCULATIONS

60. RISK
1. Project C has 0.7 probability of $70,000. What is the expected monetary value of the project?
2. Project A has 0.4 probability of $100, and project B has 0.9 probability of $50, If you have to choose only one of the projects, which one would you select?

61. The diagram below shows event probabilities
The diagram below shows event probabilities. What is the likelihood that event 5 will occur?
Calculations
P=0.1
P=0.9
P=0.5 4 7 6 5

62. Calculate the expected monetary value (EMV) of event 6, in the diagram below, if its impact is estimated to be $100, Every p value is the likelihood of occurrence.
Calculate
P=0.1
P=0.9
P=0.6
P=0.4
P=0.5 4 7 6 5

63. Assignment 3 4 11 3 3 7 7 18 A B C 3 5 9 9 20 17 2 3 20 20 22 D E 3 20 20 22
In-country fundraising problematic because: few donors, tradition of philanthropy weak (no tax incentives). Govt. reg. difficult.
Maintain contact with bilaterals- Bolivia example
1. Do a forward pass.
2. Do a backward pass.
3. Duration of the Project
4. Calculate float per activity.
5. Free float of Activities
6. Total Float 63