Project Management: Basics of Monitoring & Controlling

Projects begin and terminate by definition, as I learnt when studying for the PMP certification. For many of us, it's about putting the principles and best practises we've learned as project stakeholders into practise. On projects, each of us takes a distinct approach. Some may open the door, while others may close it; perhaps planning is your strong suit, or execution is where the action takes place.

The project environment is a thrilling place to be, especially if your firm acknowledges and promotes project management's worth. Monitoring and controls are where I've gained the most important project experience for me. My role as a Project Controller (PC) for the Landsat Data Continuity Contract (LDCC) for Science Application International Corporation (SAIC) is to administer earned value, monitor and control project scope, schedule, and budget, and integrate change control in accordance with the project management plan and contract. The Landsat Data Continuity Mission (USGS) is a development project that is part of the USGS Landsat Data Continuity Mission (LDCM).

The monitoring and controls process group is an encompassing process that lasts for the whole project, as seen in the line chart to the right, as I learnt when studying for PMP Certification. We must capture scope, derive requirements, develop a schedule, derive cost components, understand team dynamics, consider reporting requirements, inventory resources, be ever vigilant for potential risks, and most importantly, account for contract deliverables before monitoring or controlling anything on a project. The monitoring and controls process group is then wrapped around the other process groups, as seen below.

During the creation of our Resource Loaded Network (RLN) and Performance Measurement Baseline (PMB), I gained some of the most valuable experience. The RLN assisted us in identifying our key route and the risk associated with external dependencies.

The RLN is one of the PMB's components. A scope (technical) baseline, a schedule (RLN) baseline, and a cost (budget) baseline make up a PMB. To analyse project performance and create projections, an Earned Value Management System (EVMS) is employed as a monitoring and management tool. EVMS is a separate topic that might be discussed further.

The monitoring and controls process group is responsible for all parts of the project. The major purpose of a project is to produce high-quality outcomes, which we owe to our clients. It is my responsibility to serve and help project stakeholders by regularly assessing project performance in order to assure success and create accurate projections. A good monitoring and control system should be aware of previous performance, but the focus should be on the future. My key aim is to ensure that the project is properly monitored and controlled so that the entire team benefits.

Want to learn more about the same? Take on a professional certification course authorized by the Project Management Institute.