The document discusses the monitoring and controlling processes in project management, specifically focusing on schedule, cost, communications, procurements, and stakeholder engagement as outlined in the PMBOK 5th edition. It details the inputs, tools, techniques, and outputs for each control process to manage variances, execute corrective actions, and ensure effective communication among stakeholders. The emphasis is on proactive control to minimize risks and enhance project performance through continual assessment and adaptation.

1. Monitoring & Controlling
Process Group
Project Management
Processes PMBOK 5th Edition
Hossam Maghrabi,PMP

2. Monitoring & Controlling Processes
& Knowledge Areas
Controlling Changes & Recommending Corrective or Preventive Action.
Monitoring the Ongoing Project Activities against the Project’s Plans & Performance Measurement
Baseline.
Measured & Analyzed at Regular Intervals, Appropriate Events, or Exception Conditions to identify
variances from the project management plan & identifies any areas requiring additional attention.

3. Control Schedule:
Data Flow Diagram
The process of Monitoring
the Status of Project
Activities To Update Project
Progress & Manage Changes
to the Schedule Baseline
to Achieve the Plan.
It provides the means to
Recognize Deviation from the
Plan & Take Corrective &
Preventive Actions & thus
minimize risk.

4. Control Schedule:
General Note:
The Process of Control Schedule helps to,
I. Capture The Current Schedule Status,
II. Determine The Variance from the Schedule Baseline,
III. Understand The Nature of the Variance & Its Causes,
IV. Respond by Taking Appropriate Corrective / Preventive Actions.
Important Aspects of Schedule Control include,
 Determining the Cause & Degree of Variance.
 Estimating the Implications of those variances for Future Work To Completion,
 Deciding whether Corrective or Preventive Action is required.
The Key Principle, The Schedule should be Controlled Proactively by The Project Manager by
Influencing Changes Before they Affect The Project.

5. Control Schedule:
Inputs
1. Project Management Plan -
The Schedule Management Plan describes how the schedule will be managed and controlled
The Schedule Baseline to compare with Actual Results & determine if a Change, Corrective or
Preventive action is necessary.
2. Project Schedule - The most recent version with notations to indicate Updates, Completed
Activities, & Started Activities.
3. Work Performance Data - Information about Project Progress such as which
activities have started, their progress (e.g., actual duration, remaining duration, and physical percent
complete), & which activities have finished.
4. Project Calendars - Schedule model may require more than one project calendar to allow
for different work periods for some activities to calculate the schedule forecasts.
5. Organizational Process Assets -Existing formal and informal schedule control-
related policies, procedures, and guidelines; Schedule control tools; Monitoring and reporting
methods to be used……

6. Control Schedule:
Tools & Techniques (T&T)
1. Performance Reviews - Measure, compare, and analyze schedule performance.
I. Trend Analysis - Please refer to Planning Process Group Part two - [ Control Project Work ].
II. Critical Path Method & Critical Chain Method - Please refer to Planning Process Group Part two - [ Develop
Schedule Process ].
III. Earned Value Management,

7. 2. Project Management Software - Provides the ability To Track,
1. Planned Dates Versus Actual Dates to Report Variances.
2. Progress Made Against the Schedule Baseline.
3. Forecast the Effects of Changes to the Project Schedule Model..
3. Resource Optimization Techniques - Please refer to Planning Process Group Part two - [ Develop
Schedule Process ].
4. Modeling Techniques -Please refer to Planning Process Group Part two - [Develop Schedule Process ].
5. Leads and Lags - Please refer to Planning Process Group Part two - [ Sequence Activities Process ].
6. Schedule Compression - Please refer to Planning Process Group Part two - [Develop Schedule Process ].
7. Scheduling Tool - Please refer to Planning Process Group Part two - [ Develop Schedule Process ].
Control Schedule:
Tools & Techniques (T&T)

8. Control Schedule:
Outputs
1. Work Performance Information - The Calculated SV & SPI for WBS
components, in Particular the Work packages & Control accounts, are documented &
communicated to stakeholders.
2. Schedule Forecasts - Estimates or Predictions of Conditions & Events in The Project’s
Future Based On Information & Knowledge Available At the Time Of the Forecast.
– Forecasts are Updated & Reissued Based On Provided Work Performance Information During Project
Execution.
3. Change Requests - Schedule Variance Analysis may result in Change Requests to the
Schedule Baseline, Scope Baseline, and/or other components of the project management plan.
4. Project Management Plan Updates- Schedule Baseline, Schedule Management
Plan, Cost Baseline.
5. Project Documents Updates- Schedule Data, Project Schedule, Risk Register
6. Organizational Process Assets Updates - Lessons Learned from Project
Schedule Control

9. Control Costs:
Data Flow Diagram
The process of Monitoring
the Status of the Project to
Update the Project Costs &
Managing Changes to the
Cost Baseline.
It provides the means to
Recognize Variance
from the plan in order to
Take Corrective Action &
Minimize Risk.

10. Control Costs:
Inputs
1. Project Management Plan - Cost Management Plan , Cost Baseline……
2. Project Funding Requirements -
Projected Expenditures plus Anticipated Liabilities.
3. Work Performance Data - Which activities started & their progress, which deliverables
have finished and Costs that have been authorized & incurred…….
4. Organizational Process Assets - Existing formal & informal cost control-related
Policies, Procedures, Guidelines. Cost control tools. Monitoring and reporting methods…….

11. Control Costs:
Tools & Techniques (T&T)
Much of the Effort of Cost Control involves Analyzing the Relationship Between The Consumption
of Project Funds To The Physical Work Being Accomplished for such Expenditures.
1. Earned Value Management (EVM)
A Methodology that Combines Scope, Schedule, & Resource Measurements To Assess project
Performance & Progress.
EVM is a Commonly Used Method because the its Principles can be Applied to all Projects in Any Industry.
EVM Develops & Monitors Three Key Dimensions for each Work Package & Control Account:

12. Control Costs:
Tools & Techniques (T&T)
Monitor The Variances From The Approved Baseline,
1. Earned Value Management (EVM)

13. Control Costs:
Tools & Techniques (T&T)
Monitor The Variances From The Approved Baseline,
1. Earned Value Management (EVM)

14. Control Costs:
Tools & Techniques (T&T)
SPI can used in conjunction with CPI to Forecast The Final Project Completion Estimates.
The Performance on The Critical Path Needs To Be Analyzed to determine whether the project will
Finish Ahead Of or Behind its Planned Finish Date.
Monitor The Variances From The Approved Baseline,
1. Earned Value Management (EVM)

15. Control Costs:
Tools & Techniques (T&T)
2. Forecasting

16. Control Costs:
Tools & Techniques (T&T)
3. To-Complete Performance Index (TCPI) -
Measure of the Cost Performance that is Required To Be Achieved With The Remaining Resources.
It Expressed As The Ratio Of The Cost to finish the outstanding work to the Remaining Budget (A Specified Management Goal).
If The Cumulative CPI falls below the Baseline All the Project’s future work will need to be performed immediately in
the range of the TCPI (BAC) to stay within the Authorized BAC.
If BAC is no Longer Viable, The Project Manager should consider The Forecasted EAC.
Once approved, the EAC may replace the BAC in the TCPI calculation.

17. Control Costs:
Tools & Techniques (T&T)
4. Performance Reviews - Compare Cost Performance Over Time, Schedule Activities or
Work Packages Over-Running & Under-Running The Budget, and Estimated Funds Needed To
Complete Work In Progress.
If EVM is Being Used, The Following Information is Determined:
I. Variance analysis - Explanation of Cause, Impact, & Corrective Actions For, Cost Variance (CV),
Schedule Variance (SV), and Variance At Completion (VAC = BAC – EAC) . If projects not using
EVM, similar Variance Analyses can be performed by Comparing Planned Activity Cost against
Actual Activity Cost to identify variances between The Cost Baseline & Actual Project Performance.
II. Trend Analysis - Examines Project Performance over time to determine if performance is
improving or not. Graphical Analysis Techniques are valuable for understanding performance to date.
III. Earned value performance - Compares the Performance Measurement Baseline to Actual
Schedule & Cost Performance. If EVM is not being used, then the analysis of The Cost Baseline
against Actual Costs for the Work Performed is used for Cost Performance comparisons.

18. Control Costs:
Tools & Techniques (T&T)
5. Project Management Software - Often used to Monitor the Three EVM
Dimensions (PV, EV, AC), To Display graphical trends, & Forecast a range of possible final
project results.
6. Reserve Analysis -
Monitor the Status of Contingency & Management Reserves to determine if these reserves are
still needed or if additional reserves need to be requested.
As Work On The Project Progresses, These reserves may be used as planned to cover the cost of
risk mitigation events or other contingencies. Or, if the probable risk events do not occur, the
unused contingency reserves may be removed from the project budget to free up resources for other
projects or operations.

19. Control Costs:
Outputs
1. Work Performance Information - The Calculated CV, SV, CPI, SPI, TCPI, &
VAC values for WBS components, Work Packages & Control Accounts, are Documented &
Communicated to Stakeholders.
2. Cost Forecasts - A Calculated EAC value or A Bottom-Up EAC value is Documented &
Communicated to Stakeholders.
3. Change Requests - Analysis of project performance may result in a change request to the
Cost Baseline or other components of the project management plan.
4. Project Management Plan Updates - Cost Baseline, Cost Management Plan…..
5. Project Documents Updates - Cost estimates, Basis of estimates…..
6. Organizational Process Assets Updates - Lessons Learned …..

20. Control Communications:
Data Flow Diagram
The process of Evaluated &
Controlled Project
Communications
To Ensure That The Right
Message is Delivered To The
Right Audience At The Right
Time & The Information
Needs Of The Project
Stakeholders are Met.
It Ensures an Optimal
Information Flow Among All
Communication Participants,
At Any Moment in Time
Throughout The Entire project
Life Cycle.

21. Control Communications:
Inputs
1. Project Management Plan - Describes how Communications control will be performed
within the project.
Ex. Stakeholder communication requirements, Reason for the distribution of the information, Timeframe and
frequency for the distribution of required information, Individual or group responsible for communication of the
information, and Individual or group receiving the information.
2. Project Communications - Project communications come from multiple sources and
may vary significantly in their format, level of detail, degree of formality and confidentiality.
Ex. Deliverables status, Schedule progress, and Costs incurred.
3. Issue Log
4. Work Performance Data - Planned vs. Actual Technical Performance, Schedule
Performance, and Cost Performance.
5. Organizational Process Assets -Report templates, Specific communication
technologies available, Allowed communication media, Security requirements, Policies/standards
and procedures that define communications.

22. Control Communications:
Tools & Techniques (T&T)
1. Information Management Systems -Provides a set of standard tools for the project
manager to capture, store, and distribute information to stakeholders about the project’s costs, schedule progress,
and performance.
2. Expert Judgment
3. Meetings

23. Control Communications:
Outputs
1. Work Performance Information - Is the, Performance Data Collected from
various controlling processes, Analyzed in context, Integrated based on relationships across
areas & Circulated through communication processes.
2. Change Requests.
3. Project Management Plan Updates - Control Communications process may
trigger updates to the communications management plan as well as other components of the project
management plan (e.g. stakeholders and human resource management plans).
4. Project Documents Updates - Forecasts, Performance reports, Issue log….
5.
6. Organizational Process Assets Updates - Report formats & Lessons learned
documentation….

24. Control Procurements:
Data Flow Diagram
The process of Managing
Procurement Relationships,
Monitoring Contract Performance,
Making Changes & Corrections to
Contracts as appropriate.
To Ensures That Both The Seller’s
& Buyer’s Performance Meets
Procurement Requirements
according to the terms of the legal
agreement.

25. Control Procurements:
General Note:
The Control Procurements process reviews and documents how well a Seller is
performing or has performed based on the contract and establishes corrective actions
when needed.
The Buyer & The Seller will Administer The Procurement To Ensure That, They meet their
Contractual Obligations & Own Legal Rights are Protected.
On Larger Projects with multiple providers, A Key aspect of contract administration is Managing Interfaces among the
Various Providers.
Control Procurements has a Financial Management Component That involves, monitoring payments
To the seller.
When Making Payments the suppliers have to insure that, Payment Terms defined within the contract are
met & Seller compensation is linked to Seller Progress, as defined in the contract. Also, there is a close
relationship of Payments Made to the Work Accomplished.
Control Procurements Capture the Necessary Details For Managing Any Early Terminations Of The
Contracted Work in Accordance With the Termination Clause of The Agreement. ( for Cause,
Convenience, or Default ). These Details are used in The close procurements process to terminate the
agreement.

26. Control Procurements:
Inputs
1. Project Management Plan - Explain how the procurement processes will be managed
from developing procurement documentation through contract closure.
2. Procurement Documents - Contain complete supporting records for administration of
the procurement processes [ Procurement contract awards & The statement of work…..].
3. Agreements - Understandings between parties [ Understanding of the duties of each party…].
4. Approved Change Requests - Modifications to the terms & conditions of the contract,
statement of work, pricing, descriptions of the products, services, or results…..
– All Procurement-Related Changes are formally documented in writing & approved before being
implemented through the Control Procurements process.
5. Work Performance Reports - Technical documentation. Work performance
information...
6. Work Performance Data.

27. Control Procurements:
Tools & Techniques (T&T)
1. Contract Change Control System - Explain how the procurement can be
modified. It is integrated with the Integrated Change Control System.
2. Procurement Performance Reviews - Review Seller’s progress to deliver project
Scope & Quality, Within Cost & on Schedule, compared to Contract.
– Conducted during Seller’s Execution of the Work & may be a part of Project Status Reviews
with respect to, The Procurement Statement Of Work, & Contract Non-Compliance.
– Include, Buyer inspections, Quality audits & Review of Seller-Prepared documentation……
3. Inspections & Audits - Conducted during execution of the project to verify compliance
in the Seller’s work processes or deliverables. It’s Specified in the procurement contract
– It’s required by the buyer & supported by the seller.
4. Performance Reporting - Provides management with information about how
effectively the seller is achieving the contractual objectives.
– Work Performance Data & Reports supplied by sellers are evaluated against the Agreement
Requirements then reported as appropriate.

28. Control Procurements:
Tools & Techniques (T&T)
5. Payment Systems - All payments should be made & documented in strict accordance
with the Terms of the Contract.
– Payments to the seller Processed by the accounts Payable System of the Buyer After
Certification of Satisfactory work by an Authorized Person on the project team.
6. Claims Administration - Claims are Documented, Processed, Monitored, & Managed
throughout the contract life cycle, usually in accordance with the Terms of the Contract.
– Contested Changes & Potential Constructive Changes [ variously called Claims, Disputes,
or Appeals ] are those requested changes where he Buyer & Seller can't reach an agreement on
compensation for the change or can't agree that a change has occurred.
– If the Parties Themselves don’t Resolve a Claim, It may have to be handled in accordance
with Alternative Dispute Resolution (ADR) following procedures established in the Contract.
The preferred method is Settlement of all Claims & Disputes Through Negotiation.
7. Records Management System - It’s part of the Project Management Information
System[ PMIS ]. It is used by the project manager to manage contract & procurement
documentation and records.

29. Control Procurements:
Outputs
1. Work Performance Information - By reporting on the performance of a vendor,
the organization increases knowledge of the performance of the procurement, which supports
improved forecasting, risk management, and decision making. Performance reports also assist in the
event there is a dispute with the vendor. Contract Compliance Reports help in
– Improved communications with vendors so that potential issues are addressed promptly to the
satisfaction of all parties.
– Provides procuring organizations (Buyer) a mechanism to track specific deliverables expected
and received from vendors.
2. Change Requests - Review & Approval through the Perform Integrated Change Control
process.
The Requested But Un-Resolved Changes Considers a Constructive Change To the Contract. Since
any of these Constructive Changes may be Disputed By One Party & Can Lead To a Claim Against
the Other Party, such changes are uniquely identified and documented by project correspondence.
3. Project Management Plan Updates - The procurement management plan,
Schedule baseline, Cost baseline……
4. Project Documents Updates.

30. Control Procurements:
Outputs
5. Organizational Process Assets Updates -
– Correspondence, Contract terms and conditions often require written documentation of certain aspects
of buyer/seller communications, such as the need for warnings of unsatisfactory performance and requests for
contract changes or clarification. A complete and accurate written record of all written and oral contract
communications, as well as actions taken and decisions made, are maintained by both parties.
– Payment Schedules & Requests, All payments should be made in accordance with the procurement
contract terms and conditions.
– Seller Performance Evaluation Documentation, Seller performance evaluation
documentation is prepared by the buyer. These documents may form the basis for early termination of the
seller’s contract or determine how contract penalties, fees, or incentives are administered. The results of these
performance evaluations can also be included in the appropriate qualified seller lists.

31. Control Stakeholder Engagement:
Data Flow Diagram
The process of Monitoring
Overall Project Stakeholder
Relationships & Adjusting
Strategies & Plans for Engaging
Stakeholders.
It will Maintain or Increase the
Efficiency & Effectiveness
of Stakeholder Engagement
Activities as the Project Evolves
& its Environment Changes.

32. Control Stakeholder Engagement:
Inputs
1. Project Management Plan -
Explain how Control Stakeholder Engagement will be performed
2. Issue Log -
Updated with New Identified Issues & Current Resolved Issues.
3. Work performance data -
Ex. Reported Percentage of Work Completed, Technical Performance Measures, Start & Finish
Dates of Schedule Activities, Number of Change Requests, Number of Defects, Actual Costs,
Actual Durations…..
4. Project Documents -
Project Schedule, Stakeholder Register, Issue Log, Change Log, & Project Communications.

33. Control Stakeholder Engagement:
Tools & Techniques (T&T)
Stakeholder Engagement Activities are included in the Stakeholder Management Plan & are
Executed During the Life Cycle of the Project.
Stakeholder engagement should be Continuously Controlled.
1. Information Management Systems - A Standard Tool for the project manager
to Capture, Store, & Distribute Information to Stakeholders about the project cost, schedule
progress, and performance.
2. Expert Judgment - Identification & Listing of new Stakeholders, Re-assessment of
current Stakeholders.
Expert judgment can be obtained through individual consultations (such as one-on-one meetings or
interviews) or through a panel format (such as focus groups or surveys).
3. Meetings - Status Review Meetings are used to exchange and analyze information about
Stakeholder Engagement.

34. Control Stakeholder Engagement:
Outputs
1. Work Performance Information - This information is communicated to the
appropriate stakeholders to provides status and progress information on the project at the level of
detail required by the various stakeholders.
Data Per Se aren’t used in the Decision-Making Process, because the meaning may be misinterpreted.
Information, however, is Correlated, Contextualized & Provides a Sound Foundation For Project Decisions.
2. Change Requests.
3. Project Management Plan Updates.
4. Project Documents Updates - Stakeholder register, Issue log…..
5. Organizational Process Assets Updates - Stakeholder notifications, Project reports,
Project presentations, Project records, Feedback from stakeholders, Lessons learned documentation.

35. Control Risks
Data Flow Diagram
The process of Implementing
risk Response plans, Tracking
identified risks, Monitoring
Residual risks, Identifying
new risks, & Evaluating risk
process effectiveness
throughout the project.
It improves efficiency of the
risk approach throughout the
project life cycle to
continuously optimize risk
responses.

36. Control Risks
Inputs
1. Project Management Plan.
2. Risk Register.
3. Work Performance Data.
4. Work Performance Reports.

37. Control Risks
Tools & Techniques (T&T)
1. Risk Reassessment - Project risk reassessments should be regularly scheduled based on
how the project progresses relative to its objectives.
2. Risk Audits - Risk audits examine and document the effectiveness of risk responses in
dealing with identified risks and their root causes, as well as the effectiveness of the risk
management process.
– The project manager is responsible for ensuring that risk audits are performed at an appropriate
frequency, as defined in the project’s risk management plan.
– The format for the audit and its objectives should be clearly defined before the audit is conducted.
3. Variance and Trend Analysis - For the purposes of controlling risks, trends in the
project’s execution should be reviewed using performance information. [ Earned value analysis and
other methods of project variance and trend analysis may be used. Deviation from the baseline plan
may indicate the potential impact of threats or opportunities ]
4. Reserve Analysis - Reserve analysis compares the amount of the contingency reserves
remaining to the amount of risk remaining at any time in the project in order to determine if the
remaining reserve is adequate.

38. Control Risks
Tools & Techniques (T&T)
5. Technical Performance Measurement -
– Technical performance measurement compares technical accomplishments during project
execution to the schedule of technical achievement.
– It requires the definition of objective, quantifiable measures of technical performance, which
can be used to compare actual results against targets.
6. Meetings -
– Project risk management should be an agenda item at periodic status meetings.
7. Risk Reassessment - Project risk reassessments should be regularly scheduled based on
how the project progresses relative to its objectives.
– The more often risk management is practiced, the easier it becomes.
– Frequent discussions about risk make it more likely that people will identify risks and
opportunities.

39. Control Risks
Outputs
1. Work Performance Information - Provides a mechanism to communicate and support
project decision making.
2. Change Requests - Implementing contingency plans or workarounds sometimes results in a change
request.
3. Project Management Plan Updates,
4. Project Documents Updates, include
1. Outcomes of risk re-assessments, risk audits, and periodic risk reviews.
2. Actual outcomes of the project’s risks and of the risk responses.
5. Organizational Process Assets Updates - Include the probability and impact matrix
and risk register, Risk breakdown structure, and Lessons learned from the project risk management activities.