monitoring and controlling in project management

monitoring and controlling in project management

introduction monitoring and controlling:

The chapter on project planning described different planning activities that are carried out at the initial stage. The chapter also discussed how goals are set to be in line with the objectives of the project. It also explained the need for process capability baseline and process database, and how to use historical data for estimating size, effort, and schedule. These aspects of planning are documented in the project management plan, and this plan is used as a baseline document for monitoring This chapter deals with the different processes and activities that are carried out for control and monitoring using the project management plan and statistical tools.

project control and management processes:

The processes involved in project execution ensure that it will lead to successful completion.

The criteria include the following:

ensure that the project continues to move along a path successful completion is set well in advance.

(I) Delivering the project within the budgeted estimated and scheduler

II) Number of defects in the final products less than or at least equal to the acceptable limits

(III) Providing all technical features that are required by me

(iv) Seamless integration with existing applications that business transactions are not hampered for the end

In order to achieve these success criteria, the project has to move the project within

the budgeted estimates and schedule, or at least equal to the acceptable limits, that are required by the customer, and systems

available at the customer site so not hampered for the end-users of the application. , the project has to

move along a defined path that will it is important for a project manager to know whether the project

it can only be known

when the project manager has the Project execution path. The difference between manufacturing or

project is with respect to the abstract nature of the deliverables. is following its desired path or not. This can only be known when the visibility of the status of the project execution path. The difference any non-IT project and the software project is with respect to the abstract nature n non-IT projects, deliverables are concrete in

nature and hence can be measured to date percentage completion, whereas in software projects, because of its abstract nature, the completion percentages cannot be measured. Hence, the degree of completion of software projects is measured through intermittent results such as defects, cost of quality, effort spent on rework, etc. hence by measuring these intermittent results accurately, we will be able to get the correct status of the progress of the project.

As discussed earlier, an accurate measurement of intermittent effects is critical for monitoring. Thus, project management has two aspects:

(i) collection of data and information about different parameters of the current state of the project and

(ii) taking corrective actions through a control mechanism to bring the project back into the track. The value of these parameters would indicate whether or not the desired state has been achieved. Achieving the desired state will imply that the project is moving along the planned path; monitoring, in this case, suggests that the execution of the project is moving as planned. If, however, these parameters exhibit values that are not as desired, then the health of the project is weak and it needs to be brought back to the desired state. This can happen by taking some corrective actions. This implies that after monitoring the progress, control mechanisms need to be applied for bringing back the project to its desired state. In essence, the monitoring and control mechanism is the foundation for sound project management principles. Different processes involved - in this

sound project management principle is as follows:

1. Preparing a plan for the project to follow;

2. Measuring values of parameters as defined in the plan;

3. Monitoring progress against parameters as defined in the plan: versus planned results of these defined parameters and finding variations:

 4. Comparing actual versus planned results of this defined parameter

5. Using the control mechanism to correct the variations; and

6. Repeating processes (2) to (5)

The starting point for project management is the measurement of para me for knowing the correct status of the project. To measure these accurately defined and measured for different stages of the project lifecycle. As discussed: are different for different lifecycle stages as well as for different price increments of parameters in the above cycle measure these accurately, software metrics are lifecycle. As discussed in Chapter 3, metrics well as for different processes. By using the values