Monitoring and Controlling the Project: Topics to Learn for the Project Management Professional (PMP) Exam

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In A Guide to the Project Management Body of Knowledge (PMBOK Guide), 6th Edition, there are 12 processes within the monitoring and controlling process group. These processes are performed throughout the project, from inception to completion, and are essential to managing and monitoring the progress of the project. Twenty-five percent of the questions on the PMP exam will be from these 12 processes. 

As the project manager, you want to be diligent and proactive in understanding the health of your project and, thus, the importance of these monitoring and controlling processes. Monitoring and controlling provide the project manager and the team with critical insight to enable proactive decision-making versus succumbing to reactive actions. 

  1. Baseline Variances 

    When planning the project, the project manager develops a plan that incorporates the subsidiary plans and the scope, schedule, and cost performance measurement baselines. These baselines represent the intended progress of the project and are the ideal tool for assessing any variances from realized risks or other unforeseen project events. The control scope, control schedule, and control cost processes will evaluate the project's progress against these performance baselines to determine the need for any type of corrective or preventive actions. 

  2. Earned Value Analysis and Forecasting 

    To calculate the impact of any variances, the project manager can use an earned value analysis to determine the cost variance and schedule variance of the project. This earned value analysis is conducted at set intervals throughout the project to reveal project trending data.

    In addition to an earned value analysis, several forecasting techniques can be used to determine the estimate to complete (ETC) the project work and the estimate at completion (EAC) forecast. When the EAC is compared to the budget at completion (BAC), the project manager can determine if there will be a negative variance at completion (VAC). A negative VAC indicates the project will exceed the given budget. 

  3. Integrated Change Control 

    Critical to the management of any project, is a defined and communicated change control process. Integrated change control is considered a component of project monitoring and controlling. While ideally changes to your project are limited, realistically, changes will be requested or necessary. The integrated change control process evaluates the change requests, leveraging a change control board (CCB). The CCB includes the key stakeholders and the project sponsor, and it is generally facilitated by the project manager. 

  4. Reporting and Communication 

    Effectively managing stakeholder expectations throughout the project increases the likelihood of project success and product acceptance. The work performance information generated throughout the monitoring and controlling processes is used to create the work performance reports (also known as status reports). Following the agreed-upon protocol in the communications management plan, the work performance reports are distributed to the appropriate parties on a consistent schedule. If, at any time, there is an indication that communication is not adequate, the communication processes should be revisited.

    The project manager is expected to be honest and transparent in their communications with the sponsor and stakeholders regarding the status of the project, any variances that have been identified, the impacts of those variances, and the recommended and implemented actions. 

  5. In Summary 

    Mature and skillful project managers understand the critical importance of project monitoring and controlling to gain insight into the health of their project. The information gained from monitoring and controlling, evaluating progress against the project baselines, and a strong change control process, enables the project manager to be proactive in making recommendations and changes. 

Project Management Professional (PMP), A Guide to the Project Management Body of Knowledge (PMBOK Guide), "PMP," "PMBOK" are registered marks of the Project Management Institute, Inc.

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