THE PROJECT CONTROL PROCESS:

MONITORING TIME PERFORMANCE

DEVELOPMENT OF AN EARNED VALUE

COST/SCHEDULE SYSTEM
Submitted by: Submitted to: DR.
TANAY MALLICK & SWATTIK ASHUTOSH YADAV
SARKAR
STRUCTURE OF 1. Data Collection
A PROJECT 2. Analysing the
MONITORING data
SYSTEM 3. Reports and
reporting
A project monitoring system
involves determining what data to
collect; how, when, and who will
collect the data & analysis of the
data of the progress of the project
apart from reporting current
progress.
 GATHER DATA
GATHER FACTS
FACTS AND
AND DATA
DATA COLLECTION
ANALYZE
IMPLEMENT DATA &
THE NEW PROGRESS
ANALYSING
PLANS INTO THE DATA
REPORTS

REPORTS
AND
PREDICT LIKELY REPORTING
TAKE OUTCOME OF
CORRECTIV CURRENT
E ACTION COURSE OF
PROJECT
 comparing actual
performance
against plan to
identify deviations,

WHAT IS evaluate possible

alternative

PROJECT courses of actions,

and take
CONTROL appropriate
corrective

PROCESS ?
action
So, what are The
project control steps
for measuring and
evaluating project
performance?
 • SETTING A BASELINE

STEP OF 1
.
PLAN.

• MEASURING
THE 2
.
PROGRESS AND
PERFORMANCE

PROJECT 3
• COMPARING PLAN
AGAINST ACTUAL.
CONTROL .

PROCESS 4 • TAKING ACTION

.
Develop the The baseline plan provides us
with the elements for
measuring performance.
baseline plan using
data from the Work
The baseline is derived from the cost
and duration information found in the
work breakdown structure (WBS)

Breakdown ,
database

including cost, & time-sequence data

from the network
duration, and
resource & resource scheduling
decisions.
scheduling.
• SETTING A BASELINE From the WBS the project
resource schedule is used to

1 PLAN.
time-phase all work, resources,
and budgets into a baseline
plan.
.
 • MEASURING
2 PROGRESS AND
PERFORMANCE
Qualitative measures such as
meeting customer technical
specifications

. & product function are most

frequently determined by on-
site inspection or actual use.
Measure performance
Measuring performance against budget
quantitatively (time (e.g., money, units in place, labor
hours) is more difficult and is not
simply a case of comparing actual

and budget) and versus budget.

qualitatively
Earned value is necessary to
provide a realistic estimate of
performance against a time-

(customer phased budget.

Earned value (EV) is

specifications). Use defined as the budgeted
cost of the work
earned value (EV) to performed.
Regularly monitor Regularly monitor project
progress and compare actual
results with the baseline plan
project progress to identify deviations

and compare actual Periodic monitoring & measuring

the status of the project allow for
comparisons of actual versus
results with the expectedplans.

baseline plan to It is crucial that the timing of

status reports be frequent enough
to allow for early detection of

identify deviations. variations from plan and early

correction of causes.

Usually, status reports should take

• COMPARING PLAN
place every one to four weeks to
be useful & allow for proactive
correction.

3
2.. AGAINST ACTUAL.
 • TAKING If deviations from plans are

4 ACTION
significant, corrective action will
be needed to bring the project
back in line with the original or
. revised plan.

Conditions or scope can change,

which, in turn, will require a
change in the baseline plan to

If deviations are recognize new information.

significant, take The remainder of this chapter

describes and illustrates monitoring
systems, tools, & components to

corrective action to
support managing and controlling
projects.

realign the project Several of the tools you developed in

the planning and scheduling chapters

with the baseline or now serve as input to your information

system for monitoring performance.

adjust the plan as Monitoring time performance

is discussed first, followed by
needed. cost performance ./
WHAT IS
PROJECT
MONITORING?
 WHERE PROJECT MONITORING LIES
IN THE PROJECT MANAGEMENT
SEQUENCE? Teams Outsourcin
Informatio

Organization Leadership
Strateg Internationa g
l Projects
Define
Project Progress Career
Project Paths
Estimat Monitoring
e Closure
y
n

Oversigh
Project Schedule t
Network resources &
s Costs
Agile
Managin
g
Reducing PM
Risks Duration
 PROGRESS MONITORING
HIERARCHY
START PROGRESS VARIANCE RISK
MONITORING REPORTING ANALYSIS MANAGEMEN
T

ADJUSTMENT
TRAKING
S&
PERFORMAN
CORRECTIVE CONTINOUS
CE
ACTIONS MONITORIN
G
QUALITY RESOURCE
CONTROL MANAGEMEN
T
MONITORING TIME
PERFORMANCE
PROGRESS • Detect negative variances early and take corrective action.
REPORTIN • Use the project network schedule (WBS/OBS) as the baseline
G GOAL for comparison.
TRACKIN
• Effective tracking methods such as Gantt charts
G and Critical Path Method (CPM) help to visualize
METHOD and maintain project schedules.
S •Gantt Charts: Most common tool for
TRACKIN tracking
actual).
schedule status (planned vs.

G TOOLS •Control Charts: Monitor Trends And

Performance.
KEY •Common time
METRIC performance metrics
They provide S
include Schedule
Variance (SV) and
insights into DEFINE Schedule Performance
TRACKING
TOOLS
Tracking Gantt
Chart
Baseline Gantt
Chart

Control
Chart
TRACKING GANTT CHART & BASELINE
In-
GANTT CHART Process
Complete
d Activities
Activities: :
Solid bars Extended
show bars
actual represen
start/finis t
h times expected
(e.g., remainin
Activity C: g
started at duration
period 2, (e.g.,
finished at Activities
TRACKING GANTT CHART & BASELINE
GANTT CHART
Duration
Revised Variation Dependen
Estimate s: Actual cies:
s: duration Gantt
Activity s may charts
F has differ show
from the
revised original
dependen
start/ schedule cies when
finish , used with
times affecting a network
project for better
(periods completi
9–13). tracking.
on.
TRACKING GANTT CHART
MAKER
CONTROL CHART
Purpose:
Monitor Usage:
past, Plots the
current, difference
and future between
schedule scheduled
performanc and actual
Trend time on the
e
Analysis: critical
Sustained path to
trends identify
indicate an
identifiable
trends and
cause potential
requiring issues.
corrective
CONTROL CHART
Trend Analysis:
Sustained trends Mileston
es:
indicate an Control
identifiable cause charts
requiring track
corrective action. progress
toward
Schedule mileston
Slippage: Small es (e.g.,
delays product
accumulate into testing
complet
bigger e).
problems.
TRACKING GANTT CHART
MAKER
CASE STUDY: The indigenously developed
STAMP (System for Tracking
DELHI and Monitoring Project)
software, DMRC engineers
METRO monitor the progress of
construction.
 CASE STUDY: UNDER – CONSTRUCTION
(EXTENSION OF) MAGENTA
DELHI METRO LINE
• Operational stretch from Botanical
Garden to Janakpuri West.
• Under construction from Janakpuri
West to RK Ashram Marg via Majlis
Park.
• Monitoring the construction of tunnel
b/w Janakpuri West to Krishna Park
Extension & Derawal Nagar to RK
Ashram Marg.
• Monitoring the construction of
viaduct & pillars b/w Krishna Park
Extension and Azadpur.
CASE STUDY:
DELHI METRO • Real-Time Tracking
• Centralized Data
Management
• Detailed Reporting
and Analytics
• Enhanced
Transparency
• Automated Alerts
and Notifications
• Streamlined
Documentation
 Integration of
EARNED scope, schedule,
and resources to
VALUE assess project

MANGE performance.
It is essential for
-MENT effective project
cost control.
ORIGINS Developed by the
U.S. Department
of Defense in the
1960s; now widely
used in various
industries, EARNED VALUE
including
manufacturing,
OVERVIEW
tech, and
pharmaceuticals.
 Applications:
EARNED VALUE
OVERVIEW

SYSTEM Compares
planned vs.
Application
s: Used by
CORE

actual costs companies

and like EDS,
schedules, Disney, and
providing a Tektronics
clear view of for tracking
project large
performance projects.
.
 1. Define Work: 2. Develop 3. Create Budget:
Create WBS with Schedule: Time-phase the
scope, work Assign budget using work
packages, resources to packages, forming
deliverables, the Planned
resources, and activities and
time-phase Budgeted Cost
budgets. (PV).
work packages.

Earned
Value 5. Compute
Variances:
4. Collect Actuals:
Track actual costs
System Calculate Schedule
Variance (SV) and
Cost Variance (CV)
(AC) and earned
value (EV) based

Step for project status.

on completed
work.
 Percent Cost/
Schedule Schedul
Complete: Cost
Used to
Variance: e
Measures Varianc
assign project Varianc
health, with e (CV):
costs and e (SV):
track
positive Shows
values Indicate
whether
Metrics progress indicating s
objectively. good costs
performanc project
e are
progres
Key

higher
s in
or lower
money,
than
not
planned.
time.
Use

Interpretatio
cost/schedule
graphs to track

Graph
progress, adjust
forecasts, and

n
identify trends
(e.g., cost
overruns,
delays).
Live Example of Developing a
Status Report Using Earned
Value (EV) Techniques where
we apply Earned Value
Management (EVM).
PROJECT OVERVIEW
Imagine a project to build a website for a client.

The project is scheduled to take 5 months with a total

budget of ₹ 100,000.

The project is divided into several work packages:

• Design Phase - Budget: ₹ 20,000

• Development Phase - Budget: ₹ 50,000
• Testing Phase - Budget: ₹ 30,000

The project is at the end of month 3, and we are preparing a

status report to assess where the project stands compared to
the original baseline.
Step 1: Establish the Baseline (Planned Value -
PV)
At the start, the project schedule and budget
are laid out in a baseline plan. This baseline
will be used to compare actual progress.
Work Package Planned Value Scheduled Month
(PV)
Design Phase ₹20,000 Months 1-2
Development ₹50,000 Months 3-4
Phase
Testing Phase ₹30,000 Month 5
Total PV ₹100,000 Month 5
By the end of Month 3, the project should
have spent:

₹20,000 for Design (completed by Month 2)

₹ 30,000 for Development (should be halfway

through by the end of Month 3)

So, the Planned Value (PV) at the end of Month 3

should be:

PV = ₹20,000 (Design) + ₹30,000 (Development) =

₹ 50,000
Step 2: Track Progress and Collect Actual Data (Actual Cost - AC &
Earned Value - EV)

Now we track what has actually been completed so far:

The Actual Cost (AC): The actual money spent so far in

Month 3.

The actual cost for work completed by the end of Month 3

is ₹ 60,000 (this includes ₹ 15,000 for design and ₹ 45,000
for development).

Earned Value (EV): This is the value of work actually

completed as of the report date.
Design Phase: 100% completed, so EV = ₹ 20,000
Development Phase: 50% completed, so EV = 50% of ₹ 50,000 = ₹
25,000
Total Earned Value (EV) at the end of Month 3 is:
Step 3: Calculate
Variances
Now we compare Earned Value (EV) with Planned Value (PV) and
Actual Cost (AC) to calculate Schedule Variance (SV) and Cost
Variance (CV).

1. Schedule Variance (SV) = EV – PV

•SV = ₹ 45,000 (EV) - ₹ 50,000 (PV) = - ₹ 5,000
•This means the project is behind schedule by ₹ 5,000 worth of
work.

2. Cost Variance (CV) = EV – AC

• CV = ₹ 45,000 (EV) - ₹ 60,000 (AC) = ₹15,000
• This means the project is over budget by ₹ 15,000.
Step 4: Interpret and Report
Using the above calculations, we can now interpret the
project status and prepare a report.

• Schedule Status: The project is behind schedule by ₹

5,000 worth of work.

• Cost Status: The project is over budget by ₹ 15,000.

• Next Steps: Investigate the reasons for the schedule

delay and cost overrun (e.g., possible delays in
development, resource issues, etc.).
STEP 5: FORECAST FUTURE
PERFORMANCE
To forecast how the project will perform at completion, we
need to estimate the Estimate at Completion (EAC) and
Variance at Completion (VAC).

• Estimate at Completion (EAC) = Actual Cost (AC) +

Remaining Work
• To calculate remaining work, we use the formula:
EAC = AC + (BAC - EV)
BAC (Budget at Completion) = ₹100,000 (total planned
budget)
• EAC = ₹ 60,000 + (₹ 100,000 - ₹ 45,000) = ₹ 115,000
STEP 5: FORECAST FUTURE PERFORMANCE

• Variance at Completion (VAC) = BAC –

EAC

• VAC = ₹100,000 (BAC) - ₹15,000 (EAC)

= ₹15,000

• This indicates that the project will

likely be over budget by ₹15,000 if
current trends continue.
Step 6: Visualizing the
Status
To summarize, we can create a Cost/Schedule Graph
that visualizes the current status of the project:

• PV (Planned Value): Shows where the project

should be at this point in time.

• EV (Earned Value): Shows where the project actually

is AC (Actual Cost):

• Shows how much has actually, been spent.

Step 6: Visualizing the Status
From this, it's clear that the project is behind schedule
(EV < PV) and over budget (AC > EV).
Time Period Planned Earned Value Actual Cost
Value (PV) (EV) (AC)
Month 3 ₹50,000 ₹45,000 ₹60,000

BEHIND
= EARNED VALUE < PLANNED VALUE
SCHEDULE

OVER BUDGET = ACTUAL COST > EARNED VALUE

Conclusion
This live example demonstrates how Earned Value Management
(EVM) works to:

1.Monitor Project Performance: Using PV, EV, and AC to assess

how the project is progressing.

2.Calculate Variances: Identifying schedule delays and cost

overruns (SV and CV).

3.Forecast Future Performance: Using EAC and VAC to predict

the final project cost and completion status.

Through this process, project managers can identify issues early

and take corrective action to keep the project on track.
For a
comprehensiv Percent Technical
Complete Performance
e Project Indexes (PCIB & Measurement
Progress PCIC) (TPM)

Monitoring relevant here's a

presentation software for structured
project approach to
that includes cost/schedule include all
additional systems these elements:

aspects like
1. PROJECT PERFORMANCE INDEXES
These indexes are used to evaluate and monitor
project performance in terms of both schedule and
cost

a. SCHEDULE PERFORMANCE INDEX (SPI)

Formula: SPI = EV/PV
Interpretation:
• SPI > 1: Ahead of schedule
• SPI = 1: On schedule
• SPI < 1: Behind schedule.
B. COST PERFORMANCE INDEX
(CPI)

Formula: CPI = EV/AC

Interpretation:

• CPI > 1: Under budget

• CPI = 1: On budget
• CPI < 1: Over budget
C. PERCENT COMPLETE INDEX FOR BUDGET
(PCIB)

Formula:

PCIB = (EV/BAC) × 100

Interpretation:

• This index shows the percentage of the planned

budget that has been earned (completed work).
• PCIB = 100%: The project is on track with the
planned budget
• PCIB < 100%: Less work has been completed
compared to the budgeted plan.
D. PERCENT COMPLETE INDEX FOR COST
(PCIC)

Formula:

PCIC = (EV/AC) × 100

Interpretation:
• This index compares the earned value to
the actual cost.
• PCIC = 100%: The project is on budget
• PCIC < 100%: The project is over budget
• PCIC > 100%: The project is under budget.
 FORMULA
METRIC INTERPRETATION
SPI = EV/PV • SPI > 1: Ahead
5. Summary of Key
SPI (Schedule Performance
Project Monitoring Metrics
• SPI = 1: On schedule
Index) • SPI < 1: Behind
CPI = EV/AC • CPI > 1: Under budget
CPI (Cost Performance • CPI = 1: On budget
Index) • CPI < 1: Over budget
PCIB (Percent Complete Shows the percentage of
Index - Budget) PCIB= (EV/BAC) X 100 the planned budget that
has been earned.
PCIC (Percent Complete Shows if the project is
Index - Cost) PCIC = (EV/AC) X 100 over or under budget.
PCIC =
TPM (Technical Tracks the actual
Performance technical performance vs.
Measurement) planned standards.
EVM Software Microsoft Project,
Primavera, Deltek Cobra,
Smartsheet, SAP PS.
3. Software for Project Cost/Schedule
Systems
•PopularWidely
Tools for ATracking:
Cost/Schedule robust tool for : Specializes in cost
used for and schedule
scheduling and large and
management, and
tracking projects complex projects, provides detailed
with features for with strong EVM earned value
EVM. capabilities. analysis.
•MICROSOFT PROJECT •PRIMAVERA P6 •DELTEK COBRA

An easy-to-use cloud-
Enterprise-grade
:

based platform for

software that
project management,
integrates EVM with
which supports EVM for
other project
tracking costs and
management functions.
schedules.
•SMARTSHEE •SAP Project
T Systems:
3. Software for Project Cost/Schedule
Systems
• Microsoft Project offers
comprehensive project MICROSOFT PROJECT
•Popular Toolsfeatures,
management for Cost/Schedule Tracking:
including task scheduling,
Gantt charts, and milestone
tracking.
• It enables resource
management by allocating
people and equipment to
tasks, with tools for cost
tracking and preventing
over-allocation.
• Time tracking and progress
reporting help keep projects
on schedule, with built-in
reports and dashboards for
quick insights.
• Microsoft Project integrates
with Office 365, Teams, and
Power BI for collaboration
and advanced analytics, and
supports portfolio
management for prioritizing
multiple projects.
• Customization options,
automation tools, and cloud-
based or on-premises
versions provide flexibility
for various project
3. Software for Project Cost/Schedule
Systems PIRMEVERA P6
•Popular Tools for Cost/Schedule Tracking:
• Primavera P6 is a project management
tool ideal for complex, large-scale
projects.
• It offers advanced scheduling with
Gantt charts, critical path analysis,
and baseline management. Resource
and cost management features allow
for detailed allocation, budgeting, and
resource leveling.
• Risk management includes what-if
scenarios and Monte Carlo
simulations. Progress tracking is
enhanced with earned value
management and customizable
reporting.
• Primavera P6 supports multi-project
management, portfolio analysis, and
resource pooling. It also provides web
and mobile access, customizable
workflows, and integrates with ERP
systems.
• With role-based security and an audit
•Key Features in these Tools: trail, Primavera P6 helps teams
• Time-phased budgets for tracking progress. coordinate efficiently and securely.

• Automated variance analysis to detect deviations from planned costs and schedule.
3. SOFTWARE FOR PROJECT COST/SCHEDULE
SYSTEMS
• DELTEK COBRA is a specialized
•Popular Tools for Cost/Schedule Tracking:
DELTEK COBRA
software for cost and earned
value management (EVM) in
projects needing strict budget
control, such as government and
defense.
• It provides tools for earned value
analysis, budgeting, forecasting,
and variance analysis to monitor
project performance. Cobra
integrates with scheduling and
financial systems like Primavera
P6 and ERP platforms, allowing
seamless data alignment.
• It offers standard and
customizable reports,
dashboards, and audit trails for
compliance with industry
standards like ANSI/EIA-748.
• Additional features include role-
based security and baseline
change management to document
and approve changes, making it
ideal for high-compliance, cost-
sensitive projects.
3. SOFTWARE FOR PROJECT COST/SCHEDULE
SYSTEMS
•Popular Tools for Cost/Schedule Tracking:

MICROSOFT
PROJECT

PRIMEVERA P6

SMARTSHEET
4. ADDITIONAL EARNED VALUE
RULES
There are several rules and methods that enhance the Earned Value
Management (EVM) system to make it more adaptable to different
project needs. These rules EARNED
guide howVALUE
to handle work progress and cost
RULE
tracking: ASSIGNMENT BEST USE CASE
50/50 Rule 50% at start, 50% at end Simple, short tasks

Minimal start, heavy end

20/80 Rule 20% at start, 80% at end
work
0% until complete, 100%
0/100 Rule High-stakes milestones
at end
Payment or deliverable-
100% Rule 100% only at completion
driven tasks
Custom split (e.g., 25% Custom-tuned progress
25/75 Rule
at start, 75% at end) needs
Comparison of Cost/Schedule
Systems
This table summarizes various cost/schedule
management systems, highlighting their advantages
and core features.
SYSTEM DESCRIPTION ADVANTAGES

Integrates cost/schedule
Earned Value Management Provides early warning signs
performance
Flexible approach to project
Agile Methodologies Better respond to changes
delivery
Easy to manage smaller
Traditional Waterfall Sequential process for projects
projects
Focuses on longest sequence of
Critical Path Method Identifies key project tasks
tasks
 IMPLEMENTATION STEPS
IDENTIFY CONTINUOUS
KEY METRICS
DATA
MONITORING
• Establish
COLLECTION
• Implement a
relevant METHODS routine for
performance • Develop systematic continuous
metrics to data collection monitoring and
measure methods to ensure review of
progress accurate tracking of metrics.
effectively. project progress. • This practice
• Metrics should • Real-time data helps in early
align with identification
CASE STUDY
ANALYSIS

70% 20% 10%

HIGHER PARTIAL SUCCESS PROJECT

SUCCESS
Includes FAILURES
Accounts for
projects that
combinations of Refers to
systems and faced
challenges but projects that
methods in
achieving project were ultimately were unable to
milestones. completed. meet objectives
CONCLUSION
1. Measures 2. Provides a method .3. Alerts all
accomplishmen for tracking directly stakeholders to early
to a problem work identification of
ts against plan package and problems, and allows
and organization unit for quick, proactive
deliverables. responsible corrective action

6. Provides for 5. Keeps customer 4. Improves

accountability over informed of progress, communication
and encourages
individual portions of because all
customer confidence
the overall budget for that the money spent stakeholders are
each organizational is resulting in the using the same
unit. expected progress. database.
Case Study Story: The Tale
of the Wandering Gantt
Chart
Introduction

Project: "Operation Office Oasis“

Objective: Transform a dull office

space into a vibrant, collaborative
haven within three months.

Team: A mix of an overzealous

project manager, a too-casual
designer, a scatterbrained
Phase 1: Planning (or Lack Thereof) The project manager
(PM) proudly unveiled a Gantt chart that could rival a
Picasso painting—full of colours, overlaps, and timelines.
Everyone nodded enthusiastically, except the contractor,
who quietly muttered, “We’ll see.”

Reality hit when the

designer missed the first
milestone, citing a week-
long brainstorming retreat,
while the intern accidentally
shredded the only hard
copy of the office layout.
Phase 2: Execution (a.k.a.
Chaos Unleashed)Week 1:
The contractor built a wall.
It wasn’t in the plan, but
he insisted it gave
"character." The PM cried.

Week 2: The designer

introduced a jungle theme.
Plants arrived, but the
contractor used them as
makeshift hammers.
e Fail
Week 3: The intern started ffic
#O
documenting the chaos on s
Instagram, gaining a
following for #OfficeFails.
Phase 3: Monitoring &
Adjusting (or "Herding
Cats") The PM decided to
enforce strict monitoring:
🤣

1. Daily Standups: Quickly ✌️

devolved into finger-
😶🫥🐈
pointing sessions.
2. Weekly Progress 🥗
Reports: Designer’s 😁🦢
reports were full of
emojis; the contractor’s 🎈🚎🚔
consisted of grunts.
3. Real-Time Tracking 🍷 🫅
Software: The intern
input everything 🛻🛺
incorrectly, leading the
software to suggest they
PHASE 4:
Wrap-Up (Miraculously on
Time)With three days left, the
team worked around the clock.

They scrapped the jungle

theme, repurposed the
misplaced wall into a
“collaborative corner,” and the
intern’s Instagram attracted a
sponsor who sent ergonomic
chairs as a promotional stunt.
OUTCOME
The office was transformed, though not exactly as envisioned.
The client loved the "quirky and organic process" and booked
the team for another project.

LESSONS
Monitoring tools are only as good as the people using them.
Overcommunication is better than assumptions.
Instagram fame can salvage even the most chaotic projects.

CONCLUSION
Project monitoring isn’t just about timelines and tools—it’s
about flexibility, humour, and embracing the unexpected.
 QUESTIONS ARE
DEPEPLY ENCOURAGED
THAN
K YOU
 REFERENCES
• Colin, J., & Vanhoucke, M. (2015). A comparison of the performance of various project control methods using
earned value management systems. Expert Systems with Applications, 42(6), 3159–3175.
https://doi.org/10.1016/j.eswa.2014.12.007
• Vanhoucke, M. (2012). Measuring the efficiency of project control using fictitious and empirical project
data. International Journal of Project Management, 30(2), 252–263. https://doi.org/10.1016/j.ijproman.2011.05.006
• Christensen, D. S. (1998). The Costs and Benefits of the Earned Value Management Process. Journal of
Parametrics, 18(2), 1–16. https://doi.org/10.1080/10157891.1998.10462568
• Kim, E., Wells, W. G., & Duffey, M. R. (2003). A model for effective implementation of Earned Value Management
methodology. International Journal of Project Management, 21(5), 375–382. https://doi.org/10.1016/s0263-
7863(02)00049-2
• Hunter, H., Fitzgerald, R., & Barlow, D. (2014). Improved cost monitoring and control through the Earned Value
Management System. Acta Astronautica, 93, 497–500. https://doi.org/10.1016/j.actaastro.2012.09.010
• Crawford, P., & Bryce, P. (2003). Project monitoring and evaluation: a method for enhancing the efficiency and
effectiveness of aid project implementation. International Journal of Project Management, 21(5), 363–373.
• Ahuja, V., & Thiruvengadam, V. (2004). Project scheduling and monitoring: current research status. Construction
Innovation, 4(1), 19–31. https://doi.org/10.1108/14714170410814980
• ‌Kumar, P. P. (2005, July). Effective Use of Gantt Chart for Managing Large Scale Projects - ProQuest.
Www.proquest.com. https://www.proquest.com/openview/72672e5266e73976dcac3c515234115e/1?pq-
origsite=gscholar&cbl=49080