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PROJECT MONITORING

AND CONTROL

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Monitoring and Control

Monitoring collecting, recording, and

reporting information concerning proect

performance t!at proect manger and

ot!er" #i"! to $no#

Controlling %"e" data from monitor

acti&it' to (ring act%al performance to

planned performance

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Project Monitoring

Monitoring a proect mean" gaining eno%g! information

a(o%t t!e proect to $no# #!en de&iation" to t!e proect

plan (ecome large eno%g! to #arrant correcti&e action")

It al"o mean" o(taining information a(o%t prod%ctde&elopment, team performance", and recogni*ing

potential ri"$")

T!i" i" t'picall' accompli"!ed t!ro%g! proect "tat%"

report" and reg%lar proect "tat%" re&ie#")

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Why should we monitor a project?

To #or$ to it" f%ll potential, an' $ind of

proect need" to "et o%t propo"al" and

o(ecti&e") T!en a monitoring "'"tem

"!o%ld (e #or$ed o%t to $eep a c!ec$ on

all t!e &ario%" acti&itie", incl%ding

finance") T!i" #ill !elp proect "taff to

$no# !o# t!ing" are going, a" #ell a"gi&ing earl' #arning of po""i(le pro(lem"

and diffic%ltie")

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How can a project be monitored?

1. Keep it simple

Remem(er+ monitoring i" meant to (e a

!elp to good proect management and

not a (%rden)

2. Objectives

or$ o%t clearl' at t!e (eginning t!e

o(ecti&e" of t!e proect, incl%ding a

(%dget of t!e li$el' co"t

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3. Plan the activities

- #!at need" to (e done

- #!en it "!o%ld (e done

- #!o #ill (e in&ol&ed in doing it

- #!at re"o%rce" are needed to do it

- !o# long it #ill ta$e to do

- !o# m%c! it #ill co"t)

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. !onitorin"

or$ o%t t!e mo"t appropriate #a' of

monitoring t!e #or$ - again, $eep it "imple.

- meeting"

- diarie"

- report" on progre""

- acco%nt", report" on finance")

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!onitorin" methods

#eports

T!e"e do not !a&e to (e &er' long) T!eir p%rpo"e

need" to (e clear - to report on acti&itie" and

ac!ie&ement") T!e' "!o%ld gi&e a clear and !elpf%l record of

e/actl' #!at !a" (een ac!ie&ed)

T!e' "!o%ld (e "!ort and to t!e point)

T!i" $ind of report #ill !elp in f%t%re planning and

#o%ld clearl' inform t!e Go&ernment or a donor

agenc' of #!at !a" ta$en place)

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$iaries

A !elpf%l #a' of recording information#o%ld (e to %"e one "ide of a note (oo$

for dail' or #ee$l' plan") rite on t!e

ot!er "ide #!at act%all' !appened)

0eeping a #or$ diar' #ill !elp to

e&al%ate 'o%r o#n #or$)

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%inances

Donor agencie" often tran"fer f%nd" in

1%arterl' or !alf 'earl' pa'ment" #!ic!

ma' not fit in #it! t!e planned proect

e/pen"e") Planning of e/pendit%re ma'

need to ta$e t!i" into acco%nt) Caref%l

(%dgeting and planning #ill (e of great!elp in t!i")

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!eetin"s

Confidence and tr%"t are &ital) T!ere i" a

po""i(ilit' t!at monitoring ma' (e "een a"

a #a' of c!ec$ing %p on people) It m%"t

(e a oint effort t!at e&er'one i" in&ol&ed

#it! in "ome #a' or anot!er)

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PROJECT CONTROL

Proect control i" a proce"" of comparing

act%al performance again"t plan to identif'

de&iation", e&al%ate po""i(le alternati&e

co%r"e of action", and ta$e appropriate

correcti&e action")

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Proect control "tep"

2) 3etting a (a"eline plan

4) Mea"%ring progre"" and performance

5) Comparing plan again"t act%al

6) Ta$ing action

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3etting a (a"eline plan

T!e (a"e line plan pro&ide" %" t!e

element" of mea"%ring performance) T!e

(a"e line deri&ed from t!e co"t and

d%ration information fo%nd in t!e #or$(rea$ do#n "tr%ct%re data (a"e and time

"e1%ence data from t!e net#or$ and

re"o%rce "c!ed%ling deci"ion"

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Comparing plan again"t act%al

Periodic monitoring and mea"%ring t!e

"tat%" of t!e proect allo# for compari"on

of act%al &er"%" e/pected plan) It i" cr%cial

t!at t!e timing of "tat%" report (e fre1%enteno%g! to allo# for earl' detection of

&ariation from plan and earl' correction of

ca%"e")

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Ta$ing action

If de&iation" from plan" are

"ignificant, correcti&e action" #ill(e needed to (ring t!e proect

(ac$ in line #it! t!e original orre&i"ed plan"

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Techniques for monitoring and control

Earned 8al%e Anal'"i"

Critical Ratio

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Earned Value Analysis

A #a' of mea"%ring o&erall performance 9not indi&id%al

ta"$: i" %"ing an aggregate performance mea"%re -

Earned 8al%e

Earned &al%e of #or$ performed 9&al%e completed: fort!o"e ta"$" in progre"" fo%nd (' m%ltipl'ing t!e

e"timated percent p!'"ical completion of #or$ for eac!

ta"$ (' t!e planned co"t for t!o"e ta"$") T!e re"%lt i"

amo%nt t!at "!o%ld (e "pent on t!e ta"$ "o far) T!i" can

(e compared #it! act%al amo%nt "pent)

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Met!od" for e"timating percent completion

T!e ;

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Refer to earned &al%e c!art (a"i" for

e&al%ating co"t and performance to date

If total &al%e of t!e #or$ accompli"!ed i" in

(alance #it! t!e planned 9(a"eline: co"t, andact%al co"t t!en top mgmt !a" no partic%lar

need for a detailed anal'"i" of indi&id%al ta"$"

Earned &al%e concept com(ine" co"treporting ? aggregate performance reporting

into one compre!en"i&e c!art

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@a"eline co"t to completion referred to a" (%dget at

completion 9@AC:

Act%al co"t to date referred to a" e"timated co"t at

completion 9EAC: Identif' "e&eral &ariance" according to t#o g%ideline"

2) A negati&e &ariance i" (adB

4) Co"t and "c!ed%le &ariance" are calc%lated a" earned &al%e

min%" "ome ot!er mea"%re

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Earned Value Analysis - Variances

Cost (spending)variance &'() difference (et#een

(%dgeted co"t of #or$ performed 9earned &al%e:

9@CP: and act%al co"t of t!at #or$ 9ACP: Schedulevariance &*() difference (et#een earned

&al%e 9@CP: and co"t of #or$ #e "c!ed%led to

perform to date 9@C3:

Timevariance &+()difference (et#een time

"c!ed%led for #or$ performed 93TP: and act%al time

to perform it 9ATP:

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Critical ratio

3ometime", e"peciall' large proect", it ma' (e

#ort!#!ile calc%lating a "et of critical ratio" for all

proect acti&itie"

T!e critical ratio i"

act%al progre"" / (%dgeted co"t

"c!ed%led progre"" act%al co"t

If ratio i" 2 e&er't!ing i" pro(a(l' on target

T!e f%rt!er a#a' form 2 t!e ratio i", t!e more #e ma' need

to in&e"tigate

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TAN0 O