4.4 Monitor & Control Project Work

The Monitor and Control Project Work process is were executed processes are followed, reviewed, reported on and updated as necessary.  This process ensures the project is proceeding as outlined in the Project Management Plan.  In addition to the Monitor and Control Project Work knowledge area, on this page you will find:

• 4.5 Perform Integrated Change Control

Below are the Inputs, Tool & Techniques and Outputs for this process.

 Figure 36. Manage Stakeholder Engagement: Inputs, Tools & Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p.86. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

Process Definition

During this process all aspects of the project are observed, measured and evaluated to ensure the project plans are proceeding as documented.  Part of this process is collecting data and analyzing project progression; the reporting and documenting on project trends while being aware of potential process improvement opportunities.  The Control aspect is identifying preventive or corrective measures to steer the project; then taking appropriate action to implement and document the changes.  Project is evaluated against established baselines and current plans.   

Process Assessment

This process provides a mechanism to drive the project to a prescribed destination in the most effective mode identified.  It is also where each iteration of the project planned processes are review, improved and followed. 

Artifacts

Input

The first artifact is an analysis of a sample of parts generated by the Mach4 Tool company.  The question was if Mach4 was meeting its requirements.  Unfortunately the data was inconclusive as you will see.  This artifact belongs here because it is a report that would generate a control response.  see 4.4.1

Tools & Techniques

The assignment listed was to explain in 300 words or less the difference between the event tree and fault tree analysis.  These are tools used in finding and forecasting faults and events.  The previous artifact stated the process needed a fault tree analysis done to find out why the process was out of control.  see 4.4.2 

Output

The output is a case study on the Nighting Gale Project.  A study was accomplished which showed it would be second to enter a product market if the current project schedule was implemented.   The Report demonstrates how to correct the problem and the cost.  This would allow the customer to decide to proceed with the change or not.  see 4.4.3

4.5 Perform Integrated Change Control

During the Perform Integrated Change Control process the project processes that have been identified as needing change are documented, reviewed, evaluated, implemented, reported on and finally documented for disposition.  Each disposed change is reported back to stakeholders, as process plan documents are updated and archived as an organizational process asset.   The Inputs, Tools and Techniques and Outputs are listed in figure 37 below.

Figure 37. Manage Stakeholder Engagement: Inputs, Tools & Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 94. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

Process Definition

The Integrated Change Control process begins and project inception and continues throughout the project to closure.  The Project Manger is responsible to oversee this process and ensure the appropriate project documents and plans are updated. Each change should be tracked throw to its disposition and reported on to stakeholders as necessary.  The change process must be followed as outlined in the Change management plan which is part of the Project Management Plan. 

A Change Control Board (CCB) should be part of this process.  The chartered CCB reviews, evaluates and response to change requests.  The response may be approval, disapproval with narrative, or delay for further evaluation or information. 

There are two components to the Integrated Change Control process: Configuration control which zeros in on deliverable and processes and Change Control which deals primarily with changes to project documents, administrative deliverable and baselines.

Process Assessment

This change control process is how project make the most effective improvements to correct deficiencies, improve processes, plans, documentation, schedules and appropriately respond to identified risks. 

Artifacts

Input

The first artifact is a change request  for the Bicycle Build Project to reduce project schedule in order to meet the holiday sales season.  This is obviously the first step in the integrated change control process. See 4.5.1

Tools & Techniques

The second step includes the analytical study and cost estimates for the change.  This is also the second artifact for this process.  I chose to keep with the same problem to show continuity.  See 4.5.2

Output 

The output of this process would be either an approved or disapproved with reason change request form.  In this case it was approved and was logged on the change control log.  See 4.5.3