Chapter 10: Monitoring & Control
Plan-Monitor-Control (PMC) Cycle
• This is a fundamental process in project
management that enable teams to plan,
execute, monitor, control, and improve their
projects.
• It is a continuous improvement cycle that
allows project managers to assess the
progress of their project against the project
plan, make adjustments, and take corrective
actions to ensure the project stays on track.
What is Plan?
• The term plan refers to determining the path, means, and
mechanism to reach an aspired place in the future.
• Planning means visualizing the future elements and tasks at present
to analyze problems and risks arising from them.
• Example: When we start serious planning over a project, what we
do is bring the future into the present. How? We want to finish the
project within a deadline of, say, 6 months. Once the deadline is
fixed, we turn to devise the best means including resource
requirements and quality assurance requirements, software
requirements, hardware requirements, etc., for meeting this
deadline. This way, we have already determined that the project will
be completed in six months.
What is Monitoring?
• Monitoring in project management is the
systematic process of observing, measuring,
and evaluating activities, resources, and
progress to verify that a given asset has been
developed according to the terms set out. It is
intended to deliver instant insights, detect
deviations from the plan, and allow quick
decision-making.
What is Control?
• Control, in simple words, means ensuring that the
project is going forward according to the plan. If there is
a deviation, the software professionals will deploy
workable measures that will get it back on track, i.e., in
the path as defined in the plan.
• For example, suppose during the execution of an IT
project, it is seen that the schedule for the development
of a module is late by 1.5 months; so the controlling
measures may include the induction of more resources
so that the delay can be covered.
Designing the Monitoring System
• Here we have to follow certain steps in designing
the monitoring System:
– Define Clear Objectives and Goals: The first step in designing a monitoring system is to define clear
and specific objectives and goals for your project. What do you aim to achieve, and what are the key performance
indicators (KPIs) that will measure success? These objectives will guide the design of your monitoring system.
– Identify Key Performance Indicators (KPIs): KPIs are the metrics that you will use to
measure the project’s progress and performance. They should align with your project
objectives and be both measurable and relevant. Common KPIs include project
timelines, budget adherence, quality metrics, and resource utilization.
– Select Data Collection Method: Determine the methods and sources for collecting data
related to your chosen KPIs. Data can be collected through various means, including
surveys, interviews, project management software, sensors, and financial reports.
Choose methods that are practical and aligned with your project’s scale and complexity.
• Establish Data Collection Frequency: Decide how often data will be
collected. Some KPIs may require real-time monitoring, while others can
be assessed on a daily, weekly, or monthly basis. The frequency of data
collection should reflect the project’s critical milestones and potential risks.
• Design Data Collection Tools: Create the tools and templates needed to
collect and record data. This may involve developing forms, checklists, or
digital data entry interfaces. Ensure that these tools are user-friendly and
that data can be easily captured and stored.
• Define Responsibility: Clearly define who is responsible for collecting,
managing, and analyzing the data. Assign roles and responsibilities to team
members or stakeholders to ensure that data collection is consistent and
reliable.
• Set Thresholds and Benchmarks: Establish thresholds and benchmarks
for each KPI. Thresholds are predefined values that trigger action when
exceeded. Benchmarks provide a reference point for evaluating
performance. These metrics help in identifying when corrective actions are
necessary.
• Data Analysis and Reporting: Determine how data will be
analyzed and reported. Consider using data visualization tools to
create meaningful reports and dashboards that convey the project’s
status and trends effectively. Reports should be concise and
tailored to the needs of different stakeholders.
• Feedback and Continuous Improvement: A crucial aspect of
monitoring is the feedback loop. Regularly review the data, assess
the project’s performance, and use insights to make informed
decisions. If issues arise, take corrective actions promptly. Use
lessons learned for continuous improvement.
• Documentation: Document all aspects of your monitoring system,
including objectives, KPIs, data collection methods, responsibility
assignments, and reporting procedures. This documentation
ensures clarity and consistency in the monitoring process.
Information Needs
• Information is the currency of project management. Clear and timely
communication ensures that project stakeholders have the insights needed
to make informed decisions, assess project progress, and take corrective
actions when necessary. Understanding the diverse information needs of
stakeholders and establishing a structured reporting process are key
elements of successful project management.
Understanding Information Needs
1. Identify Stakeholders: Begin by identifying all the stakeholders
involved in your project. Stakeholders can include project team members,
sponsors, clients, regulatory bodies, and other individuals or groups with
an interest in the project’s outcome.
2. Determine Information Needs: For each stakeholder group, determine
their specific information needs. Consider what information is essential for
them to understand the project’s status, risks, and potential impacts.
Information needs can vary widely based on stakeholder roles and
responsibilities.
3. Prioritize Information: Not all information is of equal importance to
every stakeholder. Prioritize the information needs of each group based on
their level of involvement, decision-making authority, and the criticality of
the data for project success.
Establishing a Reporting Process
1. Define Reporting Frequency: Determine how often project reports will be
generated and shared. Reporting frequency can range from daily and weekly
updates to monthly or quarterly summaries, depending on the project’s
complexity and stakeholder requirements.
2. Select Communication Channels: Identify the communication channels
through which information will be shared. Common channels include emails,
project management software, meetings, dashboards, and formal reports. Choose
channels that align with stakeholder preferences and accessibility.
3. Develop Reporting Templates: Create standardized reporting templates that
capture essential project information. These templates should include sections
for project status, milestones, risks, budget, resource utilization, and any other
data relevant to stakeholders. Standardization ensures consistency and clarity.
4. Assign Reporting Responsibilities: Clearly define who is responsible for
generating and distributing project reports. Assign roles and responsibilities to
team members or designated reporting leads. Ensure that individuals responsible
for reporting are knowledgeable about the project and its status.
• Data Collection and Analysis: Collect and analyze project data according to
the reporting schedule. Data collection should align with the defined
information needs. Use data analysis to derive meaningful insights and trends
that can be communicated to stakeholders.
• Report Generation: Generate project reports based on the reporting templates
and data analysis. Reports should be concise, accurate, and tailored to the
specific information needs of each stakeholder group.
• Distribution and Accessibility: Ensure that project reports are distributed to
the appropriate stakeholders in a timely manner. Make reports easily accessible
through designated channels, and provide secure access for confidential or
sensitive information.
• Feedback and Response: Encourage feedback from stakeholders regarding the
content and format of project reports. Use feedback to refine reporting
processes and meet evolving information needs. Promptly respond to
stakeholder queries or concerns.
• Review and Continuous Improvement: Periodically review the effectiveness
of the reporting process. Assess whether the information needs of stakeholders
are being met and whether reports contribute to informed decision-making.
Make necessary adjustments for continuous improvement.
Types of Project Report
For the purpose of project management we can
consider 3 kinds of project:
1. Routine Project
2. Exception Project
3. Special Analysis
Routine Project
• Routine reports serve as the consistent pulse check for any project, providing regular updates
on progress, resource utilization, and milestone achievements. These reports follow a
predetermined schedule and format, creating a reliable rhythm of information sharing
throughout the project lifecycle.
Several routine reports play crucial roles in project management:
Status reports: Provide a snapshot of project health, highlighting what’s been
accomplished, current activities, and upcoming work.
Progress reports: Focus specifically on advancement toward deliverables and
milestones against the baseline plan.
Financial reports: Track budget consumption, cost variances, and financial forecasts.
Resource utilization reports: Monitor how effectively team members and other
resources are being deployed.
Routine reports stand out through several defining features:
• Predictable frequency: They follow a consistent schedule—daily, weekly, monthly, or aligned
with specific project phases or milestones.
• Standardized format: The consistent structure makes them easy to prepare and review,
allowing for quick comparison across reporting periods.
• Comprehensive overview: These reports typically cover all aspects of the project, including
schedule adherence, budget status, resource utilization, and quality metrics.
Exception report
• Exception report act as alarm bells, triggering only when
something requires immediate attention.
• These reports focus exclusively on deviations from established
parameters, making them powerful tools for proactive problem
management.
• ER are useful in two cases. First they are directly oriented to
project management decision making and should be distributed
to the team members who will have prime responsibility for
decisions or who have a clear need to know.
• Second: They may be issued when a decision is made on an
exception basis and it is desirable to inform other managers as
well as to document the decision.
Special Analysis Report
• Special analysis reports tackle unique situations requiring deeper investigation. These reports are typically
non-recurring and focus on specific problems, opportunities, or strategic decisions.
• Effective special analysis reports typically follow a structured approach:
Problem definition: Clear articulation of the issue or opportunity being analyzed.
Data collection: Comprehensive gathering of relevant information, often including both
quantitative metrics and qualitative inputs.
Root cause analysis: In-depth examination of underlying factors rather than just symptoms.
Alternative solutions: Exploration of multiple potential approaches with pros and cons of
each.
Recommendations: Concrete suggestions for action, often with implementation plans.
Special analysis reports are typically initiated in response to:
Complex problems: When recurring issues resist standard solutions or when problems span
multiple project areas.
Strategic opportunities: When potential innovations or improvements require detailed assessment
before implementation.
Post-mortem analyses: After significant failures or successes to extract valuable lessons.
Stakeholder requests: When executives or key stakeholders request detailed information on
specific aspects of the project.
External factors: When market changes, regulatory shifts, or other external events require
reassessment of project approaches.
