Project Management: Monitoring and Controlling Phase Report Analysis

This report provides a comprehensive overview of the project management monitoring and controlling phase. It begins by outlining the importance of this phase, emphasizing its role in tracking project performance against the project plan. The report details the execution kick-off meeting and then ...Read More

Project Management-2

Table of Contents
Project management monitoring and controlling phase..................................................................3
1. Conduct execution kick-off meeting.......................................................................................4
2. Process Flow............................................................................................................................5
2.1 Monitor Project..................................................................................................................5
2.2 Customer Complaint Resolution............................................................................................8
Perform project communications management.......................................................................8
2.3 Issue Cause Analysis.............................................................................................................9
3. SUB PRACTICES FOR MONITOR PROJECT AGAINST PLAN.........................................10
3.1 For Monitor Project Planning..............................................................................................10
3.2 For Monitor Commitments..................................................................................................10
3.3 For Monitor Project Risks...................................................................................................10
3.4 For Monitor Data Management...........................................................................................11
3.5 For Monitor Stakeholder Involvement................................................................................11
3.6 For Conduct Progress Reviews............................................................................................11
3.7 For Conduct Milestone Reviews.........................................................................................11
4. SUB PRACTICES FOR MANAGING CORRECTIVE ACTION TO CLOSURE.................12
4.1 For Analyzing Issues...........................................................................................................12
4.2 For Taking Corrective Action..............................................................................................12
4.3 For Managing Corrective Action.........................................................................................12
Track and manage project risks and issues................................................................................12
Risk management.......................................................................................................................13
Issue management..................................................................................................................13
Conduct Project Change Management..................................................................................14
Accept project........................................................................................................................14

CONCLUSION..............................................................................................................................15
References......................................................................................................................................16

Project management monitoring and controlling phase
Monitoring and Controlling Project Work involves tracking the actual project performance with
the planned project management activities. It can be seen primarily as a controlled activity that
takes place at every stage of a business, for example from initiation to closure. For very few
businesses, observing and controlling the business of a business is almost a simple mistake. Be
that as it may, as you know, Project Management is becoming more and more rigorous for large-
scale activities where the campaign leader requires adequate effort to screen and control how
procedures work in progress. That person will not be and will be involved in corporate work in
large tasks.
This approach to monitoring and control of project work is fundamental because it may happen
that you can complete the campaign on schedule, no matter what, you have not had the
opportunity to choose the highest quality standards. best to achieve. Plus, your work has
extended the time and cost reduction points by at least one degree. The campaign leader has to
adjust the prerequisites in the various information areas to control the operation through the
campaign monitoring and control operation. Executive executives execute enforcement measures
or use hierarchical enforcement measures to recognize business performance in normal areas
within the business. Monitoring and controlling the performance of an activity is monitoring
other display measurements that the campaign leader has taken or used for this activity.
The level of execution and control is where the business group builds and creates the
expectations that are needed. It starts with the approval of the venture capital plans and the part
of the actions required delivering on the commitments. During this phase, the business group sets
out expectations for physical activity. The customer reviews and supports the work. The rate of
execution and control is usually the longest in the regulatory life cycle. This stage closes only
when the delivery meets the customer identification standards set out in the enterprise plan and
when a messenger identification center has been closed.

1. Conduct execution kick-off meeting
Before the group does any work, an introductory meeting will be held with all members of
this phase. Gather the group initiative group around the specifications by recommending
them again on the expansion and focus of this phase and this work.
Here are the things of a typical start-up collection plan:
 Member Presentation: An accurate presentation of the campaign group and collections
associated with the action. Plan their work and responsibilities in words.
 Announce the duration of the phase: Make sure everyone is clear about the start and end
date of this phase.
 Inform the group of the desire: establish principles and rules for this phase. Recommend
the wish group. For example, ask the group to forward any friendly messages to the
supervisor.
 Consider a communication plan: Review and discuss the communication plan created in
the planning phase. Make sure everyone is clear on how the data will be collected,
formalized and provided and what will be recycled. Also, think of a typical collection
game plan such as a standing meeting every day, a meeting on the weekly meeting, and
so on.

 Discuss how to deal with problems and conflicts: getting the organization to understand
and respect the way problems and arguments are noticed. Identify the promotion system
according to the management structure and the approach outlined in the Project Chart.
 Consider the work style: Consider the different work style of the participants. For
example, no matter when the supervisor is not in the workplace, colleagues can contact
him on a cell phone, to win matters.
 Remind the organization of the safety strategies, guidelines and considerations they
need to have: To protect work or any data from being dispersed, make sure the whole
organization has a full understanding of procedures, instructions and some other safety
ideas , said it's not allowed to store any kind of campaign-related documents in a
removable driver.
 Questions and Answers: Answer any questions members may have.
2. Process Flow
Below are all 4 systems under PMC mode with entry criteria, inputs and transfers to be made by
the ordered collaborator to achieve the action, output and exit levels for each device:
2.1 Monitor Project
The meetings with the recycling and the proposed objects are the pictures where they will be
used to protect the campaign. These meetings may be grouped together on the off chance that
they do not go at the same time, but the Agenda will discuss things for everyone.
Scrum Meeting (Daily): Agenda Items for Scrum Meeting includes:
• Risks at priority level 1
• The standard of commitments was expected yesterday
• Actions to be taken today
• Recycling of assets
• Any blocking problems
• Any action to be taken (including owner's initiatives)
• The state of change
• New threats to adoption

Status Meeting (Weekly): This includes:
• Measure current status against plan.
• Review the area changes.
• Communicate the company's progress and difficulties
• Update a list of actions to address problem areas
• Anticipate problems and take precautions
• Solve amazing problems
• Risk monitoring
• Difficulty due to responsibilities, developmental problems, organizational difficulties or
procedural difficulties.
• Sharing new activities
• Take corrective action and take action against issues raised by the organization
• Resolve group conflict within yourself or with other support agencies.
• Distribute the exercises prepared for the week to participants
• PMC page
• TAO status, if applicable
• Data backup status
Milestone Review Meeting (End of Milestone): This includes :
• Analysis of discrepancies and problems.
• Designed and real a week ago
• EQS Issues: Review and Act
• The state of change
• NC state - inspection and prevention activities - Put them as things to do
• Risks
• Metrics
• Lesson learned.
• Best practice
WP Closure (End of WP): This includes:
 Prepare Closure report.

Kick off Meeting (After WP Plan): This includes:
• Distribute the plans.
• Contact the IT service (partner)
• Take responsibilities.
• Risks of taking them.
Steps or functions with responsible person (shown in brackets) with recommendation during
Monitor Project include:
• Monitoring of project progress (PL): this is done through the meetings mentioned above.
• Hold a Scrum Meeting (PL): check the status of the campaign.
• Identify the actions to be taken (PL)
• Hold a quality meeting with the customer and senior management. Advises HoD on Risk,
Hypothesis, and Addiction (PL) - Update checklist, enlighten the messenger on status. Use the
mail to cancel the messenger, Prepare MoM. PL will send the status and weight control report to
HoD week after week.
• Report Metrics (PL / SQA): Send information to QM and SPIF.
• Revision Metrics (PL): Metrics could be an obvious project or named by QM
• Identify a problem and its basis for marginalized borders (PL / Team): if none of the borders
have been crossed as far as possible, this progress can be avoided. Distinguish problems for basic
driver control and update actions as required (PL): check key drivers for all safety related
deformities.
• Increase in senior management if needed (PL)
The output for the monitoring campaign includes measurement information (effort, shortages,
schedule, CR, cost), weekly status report to customer, customer survey meeting MoM, updated
action objects, updated Review page. The abandonment criteria includes an updated weekly
checklist with the status and action items identified, a user-specific report has been set up and
sent.

2.2 Customer Complaint Resolution
The step criteria for this stage include the work package / maintenance request managed by the
organization and the problem or space received / created by a customer store in the project.
Information includes Customer Topic Motivation (via mail / video chat / meeting).
The steps or capabilities when resolving a messenger complaint include:
• If customer's complaint is not received, please contact PL (team members / HoD)
• Acknowledgment of the user's assessment / contempt / complaint regarding work on an action /
group performance / article or other performance (PL)
• Communicate complaint / problem messenger to HoD / QM and SPIF. Advise team, if
applicable (PL)
• Quality manager (QM) records complaint - using the customer complaints database.
• Analyze the root cause of the complaint with the PL / QM, as well as an organization and
identify the risks involved, the impact of the complaint, prevention and corrective action and the
closing date (HoD)
• Communicate with the customer about the closing date and actions that should be taken (HoD /
PL)
• Monitor room until closed (HoD / PL)
Performance includes updated customer complaints database and actions. Exit criteria include
update actions and a customer complaints database..
Perform project communications management
An important move in this regard is to keep all relevant collections informed of the progress of
the campaign by sending them a status report. This includes collecting data on the status of an
action, integrating and determining the data, delivering status reports and sending it to interested
partners, following the Communication Plan was created at the design stage. Groups of
conventional groups are carried out from the mill wells to a standard level.
A progress report is an important means of regular communication on the progress and status
of the engagement. The paper mill status report has two categories: project status and delivery
status.

The state of the enterprise governs the progress of the whole industry. It includes the
following parts:
• The status structure of the project, which sets out all the considerations. It should be at a
critical level, so it shouldn’t go into much of the work capabilities.
• Weekly results, which reflect a feature of the work done and the results or expectations that
may have been met during the previous week
• Upcoming exercises, which will review the work to be done / completed in a week from now
and any future results or expectations that need to be met.
• Open Cases, listing unresolved issues along with their status.
• Open up the dangers, make a list of the dangers that have happened or are about to happen.
The second part of the status report focuses on reporting the status of individual
deliverable, which involves:
• Forecasted time of completion: Although there is a season of performances for each
delivery, the latter will almost certainly be delivered earlier or later than the scheduled time,
due to various unexpected events. The confirmed production time is an estimate made and
updated according to the most recent conditions.
• Status, which indicates the delivery standard of the delivery, which is a description of the
status of completion of the deliverable.
2.3 Issue Cause Analysis
Entry criteria include the problem found / extracted from another source within WP and the
function identified anywhere in the WP, e.g. meetings, risk plans, and so on. The information
includes WP plan, collected company information, previous problems taking any, and previous
actions.
Degrees or skills at this level include:
• Monitor for deficiencies, problems and actions on an ongoing basis, for updating (PL)

• Initiate investigations into defects, problems and their causes. Study strategies can include:
Brainstorming / conversations, Pareto analysis and Fishbone test (PL / SQA / Team)
• Send Root Cause Monitoring Report to SPIF (PL)
• Identify the actions that should be taken for purposes that are recognized as the norm for a task
(PL / SQA / Team)
• Assign customer action points along with agreed end date and route to closure (PL / SQA /
Team)
Performance includes updated issues and updates. Exit Criteria Includes Issues and Updated
Tasks are Accessible.
3. SUB PRACTICES FOR MONITOR PROJECT AGAINST PLAN
3.1 For Monitor Project Planning
 Monitor progress against planning.
 Monitor the cost of the work and how it will be used.
 Monitor resources have been donated and used.
 Monitor the knowledge and skills of project personnel
 File the necessary moves within the limits of the commitment.
3.2 For Monitor Commitments
 Regularly review commitments (both external and internal).
 Identify responsibilities that have not been met or are at high risk of not being met.
 Record the side effects of liability audits.
3.3 For Monitor Project Risks
 Periodically review the documentation of the risks in the context of the project’s current
status and circumstances.
 Revise the documentation of the risks, as additional information becomes available, to
incorporate changes.

 Communicate risk status to relevant stakeholders.
3.4 For Monitor Data Management
 Periodically review data management activities against their description in the project
plan. Identify and document significant issues and their impacts.
 Document the results of data management activity reviews.
3.5 For Monitor Stakeholder Involvement
 Periodically review the status of stakeholder involvement.
 Identify and document significant issues and their impacts.
 Document the results of the stakeholder involvement status reviews.
3.6 For Conduct Progress Reviews
 Regularly communicate status on assigned activities and work products to relevant
stakeholders. Identify and document significant issues and deviations from the plan.
 Document change requests and problems identified in any of the work products and
processes. Document the results of the reviews.
 Track change requests and problem reports to closure.
3.7 For Conduct Milestone Reviews
 Conduct reviews at meaningful points in the project’s schedule, such as the completion of
selected stages, with relevant stakeholders.
 Identify and document significant issues and their impacts.
 Document the results of the review, action items, and decisions.
 Track action items to closure.

4. SUB PRACTICES FOR MANAGING CORRECTIVE ACTION TO CLOSURE
4.1 For Analyzing Issues
 Gather issues for analysis.
 Analyze issues to determine need for corrective action.
4.2 For Taking Corrective Action
 Determine and document the appropriate actions needed to address the identified issues.
 Review and get agreement with relevant stakeholders on the actions to be taken.
 Negotiate changes to internal and external commitments.
4.3 For Managing Corrective Action
 Monitor corrective actions for completion.
 Analyze results of corrective actions to determine the effectiveness of the corrective
actions.
 Determine and document appropriate actions to correct deviations from planned results
for corrective actions
Track and manage project risks and issues
Risk management is a fundamental part of the IT Project Management life cycle. Proper risk
monitoring ensures that your action stays in line with the target and on a spending plan. A Risk
Management Plan was developed during the Planning phase. This level is based on the
achievement of the target and the mitigation measures put in place, on the monitoring of the
campaign for high-risk incidents and on the continuation of the updating of the Risk Register
by including any recently identified risks.

Also, organize, maintain and monitor problems that arise during the implementation of a
campaign. Guarantee that all cases will be resolved in the absence of a significant impact on
the presentation of the work
Risk management
The risk register is a record of all known risks. It shows the appearance and impact of the
hazards on the operation, the rescue method, and when the threat is expected to occur. The
record was created at the design stage and is maintained at the execution and control stage with
the risks found when the daring exercises are performed. It includes the following parts:
Affected work packages, which are work packages that are affected in the event of a risk:
 Probability: Potential for hazards to occur, on a scale of 0 to 10.
 Impact: Risk impact on performance, again, scales from 0 to 10.
 Risk score: a number that determines the severity of the risk, obtained by doubling the
probability and impact estimate.
 Risk Management Approach / Mitigation Actions: the move to identify or quantify
risks.
 Early warning signs / triggers: Indicating the imminent or imminent occurrence of a
threat.
Issue management
An issue log is used to track, archive and report reports that are recognized while running a
campaign. The parts are below:
Affected Work Package(s), which are the case work packages or the source of the case:
 Manual: how important it is to solve the problem.
 Objective: action to address and solve problems.
 Status: status of the case. Normal status includes New, Open, In Progress, Solved,
Solved, and Not Solved.
 Publication Date: The date on which the case was reported.
 Closing Date: The date on which the case was closed.

Conduct Project Change Management
Demand for change arises when someone needs to change their established business model or
expectations for business. It may relate to extensions, elements, archives, prerequisites or other
control elements identified and listed in the Change Management and Conciliation
Management Plan. Once completed, the application will be submitted to the Change Control
Committee or other comparator body for confirmation and approval.
In the design phase, both change control management and action control planning were
prepared. This stage involves preparing the change requests according to the existing system,
documenting the impact of the search on the change request and implementing the change
request, if a reminder is sent.
Accept project
The final move of this phase is to get the customer to identify the campaign. At the stage where
expectations are created, the customer evaluates whether the expectations meet the
prerequisites. This can be completed by a free IV&V reporter, as indicated by the Quality and
IV&V plan implemented in the design phase. The client or IV&V reporter will evaluate the
performance rules identified in the Project Charter and the identification measures invested in
the Project Implementation Plan, to formulate an opinion. on business performance. Finally, it
archives the post-evaluation, proximity to the customer and any business support and related
collections as the IV&V analyst. This is an acknowledgment that the campaign has achieved its
objectives.

CONCLUSION
In this project report, process flow has been proposed which may be followed to ensure the
project monitoring and controlling of software product development in a software company.
Similarly, the secondary evidence for monitoring the campaign against the plan and monitoring
the repair actions up to the conclusion is clarified. Finally, all procedures are flexible, meaning
they can be adapted to the requirements of the organization and also go from group to
organization according to the procedures followed within the organization..

References
IT Project, 2019; Available online through: < https://www.visual-paradigm.com/tour/project-
management/it-project-management-lifecycle-execution_n_control.jsp>