Monitor and Control Project Work

This is the sixth in a series of posts about the project management best practice processes described in the Project Management Institute’s Guide to the Project Management Body of Knowledge (PMBOK Guide), and addresses Monitor and Control Project Work.

What’s the purpose of Monitor and Control Project Work?

We discussed Work Performance Data (raw data about what has happened on the project) in the post about Direct and Manage Work. Various processes, such as Control Scope and Control Cost, transform Work Performance Data into Work Performance Information (metrics that tell us whether the situation is good or bad). The process we’re discussing now combines the various Work Performance Information to create Work Performance Reports – dashboards, status reports, recommendations etc. that provide stakeholders with integrated information about project status and health.

Why this process important?

monitor and control project work

By continually evaluating project performance using the Work Performance Information and Reports, the project manager is able to measure how the project is performing relative to the project baselines. The project manager can also forecast whether he/she expects the project will complete within required parameters. If challenges are identified, correction and preventative action change requests can be created to modify project activities moving forward.

Who performs Monitor and Control Project Work?

The project manager is largely responsible for reviewing and interpreting Work Performance Information and Reports – though help may be available to collect, process, and analyze the data. The project sponsor may also review Work Performance Reports, although likely at a higher level than the project manager.

Interested to know more about this process?

Check out one of our project management best practices courses.

About Kevin Archbold

Kevin Archbold, PMP, PMI-SP, has over 30 years of project management experience with large and small organizations in a variety of industries, including automotive, nuclear, telecommunications, trucking, IT, recruiting, mining, construction, and government. Kevin has presented at local and national levels within the Project Management Institute (PMI), is the winner of a local chapter PMI Project of the Year Award, and is the current president of a PMI Chapter.

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