Monitoring & Controlling PM Processes Perform Integrated Change Control
It is an act of monitoring and controlling PM processes that imply a particular method that is executed by a development squad or the squad leader for the singular and manifest purpose of taking a careful and detailed measurement to complete a monitoring project execution. The performance of monitoring and controlling project processes is essential to the maintenance of an effective and efficient workflow project—the following paper attempt to provide some of the processes described and how some of the methods occur.
Monitoring & Controlling PM Processes Perform Integrated Change Control Is one of the critical processes that are performed under the integration management information area and monitoring and controlling process group. This process reviews all changes demand, approving and dealing changes to deliverable. This process evaluates all demand for changes or alteration to project documents/project management plans and support or does not support the changes. The most important thing about this the procedure is that it permits documented deviations within the project risk, which often arises from the changes made without reflection of the general project objective or plan. The key reason why it is called “integration” is that this the process brings impact to any change assessed against the project. When the changes occur on one part of the project, and then it needs to be evaluated across the whole part of the project.
Validate and Control Scope
Validate scope is formalizing the procedure in acceptance of the completed project deliverables. The most important value of this process is that it brings objectives to the acceptance process and increases the chance of the final product or the acceptance of the results by validating each deliverable. It guarantees that deliverables have been completed according to the project scope, and the customer has accepted it. Control scope ensures that changes to the scope standard are adequately captured in the project plan, or corrective actions are taken to bring scope activities into submission with the program; variance analysis is the critical tool for this process is from two perspectives. First, to keep the customer from changing the scope objectives after has been planned and secondly is to keep the design team from over-designing the product.
Control Schedule
The control schedule contains observing the progress of the scheduled execution to ensure that the plan is followed. The project management manager must ensure that the current status of schedule activities, stakeholders, and manage resources to bring variance into conformance when possible and to implement integrated project changes when necessary. Poor schedule control is one of the most collective problems facing project managers. The schedule should be reviewed daily for variance identification. Once the program begins to slip, it is sometimes complicated to recover the time lost. Sometimes it is essential to assess the schedule so as identify the high-risk activities as early as possible. Appropriate care can be applied to those high-risk activities as first as possible to avoid schedule problems in the long run.
Control Costs
Control cost consists of monitoring cost, time, and task completion. The project manager must update the stakeholder on the budget to reflect the project progress and any deviation from the plans. Control cost approves the entire budget through a formal change. When the total cost of the project at a particular period is above the price of the baseline, then the cost control measure may be necessary. Hence, such project management activities may vary from confirming that only tasks with the scope at work are being performed to alert the stakeholder on the potential costs. The essential project management activity includes enforcing the budget discipline on the project squad and budget maintenance update. The earned value management is a useful tool used in controlling cost, and it must be initiated and adhered to pioneering projects.
Control Quality
Control quality refers to the process of monitoring the project deliverables to certify that they are created by the project management and making any recommendation changes when different if the unacceptable piece is found. The essential inputs are quality management plan and work performance measurements, while the prime output is to validate deliverables and make any necessary changes. The project management manager has to ensure quality control of the job done by his/her team. Quality control is essential to project management since it provides that everything is done within the scope of the project planning.
Control Resources
Control resource refers to the management of resources assigned to a particular project; they include physical resources, hardware, and the and materials, and they don’t include the human resources as the team manages them. Controlling resources begins with the project plan to determine what is needed in the project, then assigned to various tasks on the project at the right time. This process goes through the project lifecycles to ensure the required resources are available at the right time to avoid any necessary delay. The resource management plan must be visited regularly to ensure that project resources are used in the proper manner and following the program. The cost-benefit analysis and alternatives analysis are utilized to make maximum usage of the support.
Monitor Communications
Communication is an essential part of project management since the stakeholders should be updated on the project progress daily, this can be done in different ways, either graphical display, text or through other channels so that they can analyze the project progress. Monitor communication refers to how the project manager ensures that all the stakeholders receive the right information at a given time. The communication management plan explains the flow of information and ensures that it is being followed. The monitor communication process also tracks the desired effects of communication activities. The desired results could be the increasing support of the stakeholder for the deliverables and activities of the project.
Monitor Risks
Monitoring risk is when you keep a close eye on the possible dangers on the planned project. Risks can be favorable and also unfavorable. The company takes a definite risk since they have a potential benefit to the proposed project, while the adverse chances are those that can affect the project negatively and hence influence the cost of the project or its schedule. The main reason to monitor risk is to identify events that can affect the project directly and also implementing processes of identifying new threats. The project manager monitors risk to determine the validity of the project assumptions, to monitor risk triggers, and lastly, the projects with unique risks. The manager has to keep an eye on the chance to minimize them.
Control Procurements
The project management has a baseline used in comparing the report performance and work performance, and this is the procurement of resources. Control procurement is the process that involves the relationship procurement of the project. It also includes monitoring the performance as well as making necessary changes and corrections. The critical part of the procurement is that it ensures the performance of the seller and the buyer meet the procurement requirements according to the particular legal agreement. It also ensures that contractual obligations are protected. It also provides that all the team in the project management are aware of all implications and actions that were taken during procurement.
Manage Stakeholder Engagement
This process involves several other methods that are needed to recognize groups, people, and organizations that have an influence or have an impact on a particular project. This specific process contains working strictly with the stakeholders and also communicating with them to meet the expected goal. It also tells the different issues as they occur in project management. Furthermore, it engages the stakeholders in many actions throughout the development of the project. Its advantage is that it allows the project managers to surge support or reduce conflict from the stakeholders, thereby increasing the chances of making the project successful.
CONCLUSION
Project management is seen as the process of monitoring and controlling PM processes implies a particular method that is executed by a development squad or the squad leader for the singular and explicit purpose of taking a careful and detailed measurement to complete a monitoring project execution. And from the processes, it has clearly shown that the methods are dependently, and a project can only be a success when there is a combined force.