Introduction

Project management is a very important discipline in any organization. It involves planning, monitoring, organizing, motivating and control of the project. This is essential as it helps in achieving specific objectives of the organization(Kendrick, 2010). Any project execution, control and monitoring mainly revolves around PDCA cycle. This involves planning, doing, checking and acting upon the planned objective. This paper will to a great extent try to disclose the process of planning and control of projects.

Qn 1:  Characteristics of effective project monitoring and control process

Project control and monitoring is a vital process in project management.  It involves putting in place measures to assess the developments made in the realization of the organizational objectives. Project controls refers to the action by the management to ensure realization of the desired results within a stipulated time frame. Monitoring process on the other hand refers to corrective measures taken by project management team to ensure that project implementation process takes the right direction(Tayler, 2008).

Controlling projects is mainly concerned with specific metrics in the project implementation process. Some of these metrics includes quantities, cost, time human and other important resources in the project realization. The control process must also put in consideration the cash flow and revenues from the project in control. In essence, monitoring and controlling of project involves overseeing the completion of tasks in an organization within the expected time frame and within the organizations budgetary allocation. The risk factor in the completion of the project is also taken care of thus ensuring realization of the desired outcome. Effective monitoring and control  must compare and contrast the actual performance with the planned performance thus providing corrective measures to ensure that everything  moves according to plan.

A good management and control system in project management must have distinct characteristics that ensure smooth realization of the organizational goals. For instance, it is very important for control system to have a facilitated and detailed planning program. This is because a good plan will be very important in providing the roadmap to organizational objectives. The plan will be very vital as it provides the basis upon which the project management team can assess the developments in a project (Kendrick, 2010).  Control and monitoring of these projects will be as a result of comparing the actual performance of the project against the planned goals of the organization. This makes it very important for the control and monitoring team to ensure that they have a good plan of what the organization would wish to have after the completion of the project.

An effective project control and monitoring system must also be conversant with the essential metrics that relates to the completion of the project. The control team must closely monitor the progress so as to derive vital information regarding the progress of the project. This implies that the project management team must be able to measure the performance of the project in relation to the plan. This will help in taking of corrective steps that will ensure that the progress is according to plan (Heldman&Mangano, 2009). An effective control system must be able to detect deviations from the plan the soonest possibleand quickly report them to the relevant authorities.

An effective control and monitoring exercise in project management must also have a good communication. In order to effectively complete a project, it is always important to embrace communication at all levels in the organization. For instance, it is of great importance to communicate the plan of the project to the human resource expected to implement the project. The human resource must also keep the senior authorities aware of any developments in the course of realizing the objectives of the organization. This will play a great role in ensuring that everything is carried out according to plan.

An effective control and monitor process in project management must also be time conscious. The project management team should know when it is important to carry out the monitoring process (Tayler, 2008). The time frame for monitoring a project varies from one project to another. Some projects are monitored at the end, others continuously, regularly, logically and others when there is time for interaction.  It is the obligation of the project management team to know the type of the project and determine the appropriate time for monitoring.

Qn 2: Tools in monitoring and control of projects

It is the obligation of the project management team to have a good understanding of the tools at their disposal that are critical in ensuring effective control and monitoring of projects. The tools in control and monitoring of projects mainly fall under four categories. Firstly, the management team requires information on the performance of the project. The other category of tools needed in the monitoring and control process of a project is that which helps the management in determining whether or not there are changes needed in the implementation of the project. The third category of tools in control and monitoring process involves reporting on the progress of the project. The fourth and last category of tools in control and monitoring of projects involves maintenance of a change management log. These are important tools that help in sustaining the progress of the project throughout its life time.

Collection of performance information of project information is very vital in project control and monitoring process. This will help in making major decisions that will lead to achievement of desirable results (Kendrick, 2010). In order to get this information, project communication tools and techniques are very essential. Some of these tools include pulse meetings which should be carried out frequently by project management team. This helps the team in making resolutions that will help realize the planned outcome of the project.

Variance reports forms another critical tool for information collection. These are formal reports derived from Earned Value Management System and PMIS.  This provides the basis for comparison between the planned project and the actual performance of the project. Other communication tools and techniques include program reviews (Heldman&Mangano, 2009).

The other category of tools in control and monitoring of projects is that which helps in determining whether a change is needed in the project or not. The first tool under this category is the technical reviews. This is a formal meeting of experts, usually not members of the team, where technical aspects of the projects are discussed at large. The team may recommend somechanges in the project on technical argument.

Project Forecasting also forms another very vital tool. This involves predicting the future of the project as a result of the current information. Various factors such as risks and work break down structures may require changes (Tayler, 2008). Some changes may be introduced to mitigate which could be detrimental risks in accomplishment of the project. The other technique in this category involves problem solving.

The third category of control and monitoring tools and techniques should be able to derive the performance of the projects. This information on performance can be derived from Gantt charts and critical path analysis. Project management information system is a vital tool in this category. It comprises a set of communication methods commonly used by project management team in sharing of plans and results in a project. It is a sophisticated control, and monitoring tool that provides vital information on the performance of the project.

Project management reviews are also an important tool in measuring the performance of the project. This is a formal meeting between the project team and the key stakeholders aimed at reviewing the current status of the project in comparison with the plan of the project. The main objective of the management review is to determine whether or not the performance of the project adequate to deliver on the objectives of the organization (Tayler, 2008). Project dash boards also forms another important tool in assessing the performance of the project.

The last but not the least tool in the control and monitoring of project involves management of project change. The main tool under this category is Change Management Log which increases with an increase in the complexity of the project. The complex projects are destined to experience changes in their course and thus making this a vital tool. The tool is important in tracking all the major changes across all the sub projects within the megaproject. The tool becomes even more essential if the project is carried out in different locations or is composed of several items.

Qn 3: Earned value management

This is a very important project management technique used by project management teams to measure the project performance in an objective way (Kendrick, 2010). The technique is said to be objective since it integrates cost, schedule and scope of the project in the course of the management(Heldman&Mangano, 2009). This makes it more objective as compared to earned value analysis. It involves work-in-progress to determine what will happen to the project in future. Earned Value Management in large and complex projects can forecast on cost and expected time frame for completion of the project.  It is an advanced traditional accounting in that it examines the actual accomplishment of the project in addition to the planned cost and the actual expenditure.  This is very important in scheming potential risk mitigating measures just in case they arise in the course of the project accomplishment.

Earned value management can only be effected after determination of the earned value. Earned Value refers to the quantifiable way of measuring the amount of work accomplished in a planned project. The figure is compared against the budgetary allocations and the time schedule of the plan.  The figure is very important in making vital decisions on matters relating to completion of a project.

The choice of method used to calculate the earned value under earned value management may be influenced by several factors. All these factors must be put into consideration to ensure that reliable results are achieved. Some of the most notable factors that affect the earned value figure include; progress reported against schedule. Under this, the progress reported is converted to Budgetary Cost of Work scheduled (BCWS). This may affect the earned value especially if the BCWS is under reported since it will lead to increase in the schedule variance. The data collection should be very steady and firm to ensure that accurate figure is realized (Tayler, 2008).

Project charge numbers may also greatly influence the earned value reporting. In calculating the earned value, it is the responsibility of the project management team to ensure that all the resources are using the correct charge numbers. Incorrect project charging creates inaccurate reporting of Actual l Cost of Work performed (ACWP) and cost variance.

The choice may also be influenced by the stated schedule if the planned work. The deliverables in the project must be clearly identifiable by all the stakeholders to ensure that everyone is briefed on the final expectations. The earned vale may be inaccurate if the actual work performed fails to be reported against the stated schedule of the project (Heldman&Mangano, 2009).

In essence, the earned value management is aimed at relating the actual performance of the project with the planned objective of the organization. The main factors that will influence the results include; time phased budgets in a specific project or statement of work. This will be very vital in determining BCWP. It must also provide the baseline upon which the work in progress will be assessed against the plan and objective of the management team.

The other vital and equally important factor that will influence the earned value result is presence of technical, schedule and cost of performance of the project. The variance in the cost of the actual performance and the planned project will be greatly affected by performance cost and presence of technicalities in the course of the project(Kendrick, 2010). The kind of data available will also greatly affect the results and choice of calculating earned value. However, it is essential to ensure that EVM provides the project management team with a practical level of summarization upon which wise decision making can be based.

References

Heldman, K., &Mangano, V., 2009. PMP project management professional exam review guide. Indianapolis, Ind.: Wiley Pub.

Kendrick, T., 2010. The project management tool kit 100 tips and techniques for getting the job done right (2nd ed.). New York: AMACOM American Management Association.

Tayler, J. C., 2008. Project scheduling and cost control: planning, monitoring and controlling the baseline. Fort Lauderdale: J. Ross.

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