University Project Management Report: Monitoring and Controlling

This report delves into the critical processes of monitoring and controlling in international project management, emphasizing their role in ensuring projects are completed on time and within budget. It explores the use of Earned Value Analysis (EVA) for tracking project performance, cost, and schedule, highlighting its importance in identifying and mitigating risks. The report outlines reporting formats and structures, including the frequency and content of project governance board meetings, as well as the format of progress reports for the CEO and the board. The methodology section discusses the advantages and risks associated with monitoring and controlling methods, and the rationale behind choosing EVA. The report emphasizes the importance of project documentation, such as project charters and risk registers, in providing stakeholders and the CEO with the necessary information to track project progress. Furthermore, it highlights the role of the project manager in conducting meetings and managing project team dynamics.

Running head: INTERNATIONAL PROJECT MANAGEMENT
International Project Management
Name of the Student:
Name of the University:

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Executive Summary
The report is based on the process of monitoring and controlling of the project which helps to
complete the project plan on time. Proper monitoring and controlling helps the project manager
for tracking the start as well as finish date for the project activities to schedule the data for
determining the status of the project. In order to track the cost along with schedule, Earned value
method is used to measure performance of the project work. It helps to put the project on-budget
and if it goes behind the budget, then actions are taken. CEO and project board team helps to
control and monitor the entire project work.

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Table of Contents
1.0 Introduction................................................................................................................................3
2.0 Methodology..............................................................................................................................3
2.1 Advantages and risks of the monitoring and controlling method..........................................3
2.2 Reason for choosing Earned Value Analysis.........................................................................4
3.0 Reporting format and structure..................................................................................................5
3.1 Frequency of the project Governance Board meeting...........................................................5
4.0 Format and structure of progress report for CEO and Board....................................................6
References........................................................................................................................................7

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1.0 Introduction
Kate monitors and controls the project plan which involves with actual performance of
the project with the planned activities of project work. The process of monitoring and controlling
of the project is required as it happens to complete the project on time. In order to track the
project progress, the project manager should create a project schedule where each of the project
activities are provided with start and end date (Muller, 2017). The project manager can track the
start and end date for each activities with its scheduled date to determine the project status. For
monitoring the progress of the schedule, after creation of the project schedule, it is required to
create a baseline for the project. The project documents which are required to track the project
are project charter, work statement, requirements documentation, change control, risk register as
well as other documents. Those are the documents which are used to link the requirements to the
project deliverables (Merhout & Kovach, 2017). The information as well as data into the
documents provides the stakeholders in addition to CEO to make them assure that the project
work is proceeding as planned.
2.0 Methodology
Milestone analysis methodology is used to understand and learn the project related works
and monitor and control the project. The baseline compares against the progress of the tasks. The
data are collected manually (Too & Weaver, 2014).
2.1 Advantages and risks of the monitoring and controlling method
The advantages of monitoring and controlling methods are that it is a process to measure
the performance as well as take of corrective actions to make sure that the business is on the path

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to assemble with the organizational goals (Zwikael & Smyrk, 2015). The project owner is looked
to fulfil with the project goals as well as objectives to complete the plan within scheduled time as
well as cost. It is practice to look for the hints of how the business is being succeeding into short
term as well as current progress will impact the long term presentation (Kerzner & Kerzner,
2017). The purpose to develop monitor as well as control process is to obtain advantages of the
project opportunities to recover the position into the project. There is also risk of monitoring and
controlling project is that changes into the project time and cost will hamper the probability as
well as impact of the change into current risks (Joslin & Muller, 2016). There are mainly three
things which are performed into monitoring and controlling processes such as track and
assessment the progress as well as presentation of project identifies the areas where the changes
to the project plan are wanted and started the changes into the project as per project aim and
objectives.
2.2 Reason for choosing Earned Value Analysis
Earned value method (EVM) is recommended method used to track cost and schedule. It
is used to measure actual performance of the project. It is used to track the cost as well as
schedule. This method is helpful to understand whether the project is on-budget or not. When the
project work is not under budget or behind schedule, then possible actions are taken for
minimizing the risks. Monitoring along with controlling processes oversee the tasks along with
metrics to make sure that approved as well as authorized project are not in the scope. The project
work is under control when it is within scope; time as well as budget so that the project is
proceeds with minimum risks.

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3.0 Reporting format and structure
Guo et al., (2014) stated that monitoring along with controlling process is performed
throughout the project life. The project manager balances requirement of various knowledge
areas for controlling the project. They can create performance measures to identify the
performance of project at regular intervals throughout the project course. Monitoring as well as
controlling is involved to measure that the manager creates and used for this particular project
(Muller, Shao, & Pemsel, 2016). Taking of the corrective actions are reactive approaches where
taking of preventive approaches are proactive approach. It deals with anticipated and possible
deviations from the performance measurement baseline.
3.1 Frequency of the project Governance Board meeting
The frequency of the project Governance Board meeting is on weekly basis so that they
can discuss about the progress of the project. The meetings are fairly frequently. There are
governance forum discusses the active work which is completed and still on the way to complete.
It is used to set project priorities (Zwikael & Smyrk, 2015). Each of the project organization
should provide governance meetings to discuss any issues which are faced throughout the project
plan. The project governance board is required to review existing project progress as well as
approve of release of funding such that the project continues to complete (Joslin & Muller,
2016). The frequency of the status meetings is dependent on some factors such as project
complexity, number of the team members, level of the information needed and level of task
involvement of project manager. It is main responsibility of the project manager to conduct the
meeting with the project stakeholders so that they can discuss the issues which they are faced

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when working into the project plan (Merhout & Kovach, 2017). All the records of meetings are
recorded properly to keep a copy of all the evidences of the meetings.
4.0 Format and structure of progress report for CEO and Board
Effective status meetings provide benefit to the CEO by timely update of the project task,
but it provides benefits to the entire project team. It shares of information and brings problems
and issues to the project team (Muller, Shao & Pemsel, 2016). Throughout the project status
meetings, the purpose to enlarge monitor as well as control process is to take advantages of the
project chances to progress the circumstances into the project. Monitoring as well as controlling
is concerned to compute that the manager makes and employs for this particular project (Too &
Weaver, 2014). The project board can follow the start and end date for each actions with its
planned date to settle on the project status. For checking the movement of the schedule, after
establishment of the project schedule, it is necessary to generate a baseline for the project. The
baseline compares alongside the progress of the tasks. One of the critical tasks for the project
manager is to deal with various personalities on the project team.

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References
Guo, F., Chang-Richards, Y., Wilkinson, S., & Li, T. C. (2014). Effects of project governance
structures on the management of risks in major infrastructure projects: A comparative
analysis. International Journal of Project Management, 32(5), 815-826.
Joslin, R., & Müller, R. (2016). The relationship between project governance and project
success. International journal of project management, 34(4), 613-626.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Merhout, J., & Kovach, M. (2017). Governance Practices over Agile Systems Development
Projects: A Research Agenda.
Muller, R. (2017). Project governance. Routledge.
Muller, R., Shao, J., & Pemsel, S. (2016). Organizational enablers for project governance.
Project Management Institute.
Too, E. G., & Weaver, P. (2014). The management of project management: A conceptual
framework for project governance. International Journal of Project Management, 32(8),
1382-1394.
Zwikael, O., & Smyrk, J. (2015). Project governance: Balancing control and trust in dealing with
risk. International Journal of Project Management, 33(4), 852-862.

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