Project Management Report: Monitoring and Controlling Project Work

This report delves into the critical aspects of project management, specifically focusing on monitoring and controlling project work. It emphasizes the importance of this process, especially in large organizations, where effective oversight is crucial from project initiation to closure. The report examines various elements of the monitoring and controlling process, including change requests, preventive actions, and defect repair, highlighting their roles in maintaining project timelines, budgets, and quality standards. It then explores the three key factors of project control: time, cost, and quality, illustrating how they are interconnected and must be managed to achieve desired outcomes, as demonstrated through the case study of Kings College. The report discusses time management through planning and scheduling, cost management through budgeting and expenditure control, and quality management through the establishment and adherence to quality standards. The report concludes with an evaluation of a specific project, including its objectives, benefits, and adherence to its original scope, as well as details of any changes made to the project plan.

PROJECT MANAGEMENT

Monitoring and controlling
Monitoring and Controlling Project Work includes the implementation of a real initiative with
the prepared action taken by the officials. It can be seen primarily as a control operation that
takes place at every stage of an enterprise, for example from initiation to closure. For small
businesses, observing and monitoring the performance of a business is a simple fee. Be that as it
may, as you know, project management is even more important for large businesses where the
campaign administrator requires adequate effort to screen and monitor the progress of tours. The
individual will not engage in entrepreneurial activity in a very large business.
This process of monitoring and controlling project work is fundamental because it may happen
that you can complete the commitment on schedule, however you did not have the possibility to
reach optimal quality standards. So your work has expanded by one degree, at least, past the time
and cost reduction points. The executive director must change the requirements of the different
information zones to control the campaign through the operation of the monitoring and control
campaign. Executive executives take enforcement measures or use existing authoritative
enforcement measures to differentiate business performance into normal areas within the
business. Oversees and monitors the operation of an enterprise, including analyzing other display
measurements made or used by the executive director for this task.
Some of the actions taken during monitoring and controlling process are as follows:
Change Requests
Changes are inevitable. Whether or not the business is organized to the smallest detail, a business
administrator will review the changes during the course of the business. These advances are a
boom in business. They can also be changes to existing strategies and systems used in the
enterprise.
Preventive action
It is a reactive approach to take corrective action while taking protective actions as a proactive
approach. It involves the control of expected or potential movements from the display estimation
model. Understanding when protective actions should be taken requires more understanding than

just a company’s understanding of the management system, so the way to carry out protective
actions is not as clear as corrective actions.
Defect Repair
Another word for Defect Repair is “Rework”. When a section of the industry does not produce
the required result or does not meet the required details, the correction of the imperfection may
be referred to. Deformity correction can change an action plan, baselines, strategies or systems,
sanctions, approvals or work calls; as a result, it needs to have an integrated change control
process.
Monitoring and controlling phase includes controlling of three factors; time, cost and quality. As
in the case of Kings college; if company requires improving quality than it requires more time
and cost will be increase; on the other hand, if college tries to reduce cost and time; then it have
to compromise with the quality. So, it is required by every project manager to monitor and
control these three factors; cost, time and quality to get desired result.
Time Management:
The definition of project success is to remember that the task often takes time. Transforming
events and a business plan board that completes the action on time is an essential responsibility
of the supervisor, and completing the campaign on time requires a reasonable resolution and
strong transaction management. For small businesses, business leaders can guide the progress of
the action plan and build a timetable to meet that agreement. On larger and more promising
engagements, a corporate control group that is around both cost and planning will help reconcile
and control the executive management team's abilities in building the deal and moving it forward
against the transaction.
To build the action plan, the stakeholder body examines the expansion of business, contractual,
and other data that will enable the organization to identify engagement expectations. Based on
this data, the task force constructs a performance plan. The performance plan defines the key
lifecycle dates that must be met to deliver action against the schedule. Key deadlines are set
regularly to fulfill authoritative commitments or to establish contests that show adequate
progress for the campaign. For less complex tasks, performance planning may be appropriate.
For more likely tasks, more defined planning is needed.

The targeted time for finishing the whole project is 108 days; which is the optimum time or
minimum time taken by the project to finish. To complete the task before this; project manager
requires to spend extra cost on additional variables such as labor, equipment and materials.
Project cost
The definition of project success often includes completing the project within budget. Creating
and controlling operating expenditure that meets business objectives is a key task for the board.
Despite the fact that customers expect the business to run efficiently, the costs will shift to
businesses. In some industries, the complexity of the campaign is most affected by the end of the
activity or the end date. The development of another drug to address an underlying medical
problem, the creation of another element that will provide a basic income to an organization and
the benefit for an organization that needs to be in the first place with other innovations are
examples of plan-focused activity replacing campaign expenses.
The accuracy of the operating expenditure plan is determined by the amount of data identified by
the group of companies. In the early stages of the company, the measurement of the expected
data will often be absent to construct a targeted spending plan. To overcome the lack of data, the
task force generates various levels of measurement of the expenditure undertaken. The standard
(or "diameter") is created with very little information. The important contribution to the
reasonable mark is made by key information or past knowledge. A business director who has
previously performed a similar task can use these costs to estimate the costs of the current
business.
Project costs be diverted from the spending plan as the costs in the mall were not the same as
usual. For example, the estimated costs for an error on a housing commitment may be higher
than expected or the hourly labor cost may be lower than expected. Commitment costs can also
depend on the performance of the company. For example, one action group estimated that the
steel structure for the flow extensions would have required 800 hours of work, but 846 hours
were actually used. The corporate agency captures the transition between expected labor costs
and actual labor costs, updates the change policy, and makes a renewal move if the move appears
to be mirror pattern.
The project manager is responsible for ensuring that the engagement group creates values based
on the best data available and adjusts those assessments as new or improved data opens. The

executive director is also responsible for monitoring costs against the financial plan and
overseeing the monitoring where a firm's costs are necessarily detached from the benchmark.
The campaign leader at that level takes appropriate corrective action to ensure that business
performance coordinates the revised business plan.
Labor costs are tracked in relation to the progress of the work and the extent to which the work is
performed. As a result of the quota, the cost of the work performed is analyzed based on the
expected cost of that work. On the off chance that the cost is largely non-existent, the corporate
agency investigates the reasons behind the difference between expected and actual costs. The
targeted cost of completing whole expansion project is £50,000. The core activity includes
expansion of IT wings to provide a space where atleast four classrooms students can sit and
attend the class.
Project quality
Project quality clarifies the end result or what the administration expects which reflects the
motivation behind the business. The leader of the campaign is responsible for creating an
enterprise implementation approach that deviates from the normal eyes of the action and quality
details. The director of a housing development company must not only understand which rooms
in the house will be covered, but also what carpet assessment is required. Staying with a high
volume of traffic requires high quality coverage.
It is the responsibility of the campaign leader to establish an agreement on the quality of the
actions that identifies a desire for quality and ensures that the details and aspirations are met.
Building a good understanding of job expectations through reporting of details and aspirations is
essential for a reasonable quality agreement. The visits to ensure that decisions and aspirations
are met are coordinated in the action plan. Similarly, as the venture capital consumption plan and
deadlines can change over the life of a company, the details of the business can also change.
Changes in quality detail are usually driven in a circle similar to changes in cost or schedule. The
impact of improvements is monitored to determine costs and plan and, with appropriate
approval, changes will be made to the action plan.
While any of the quality management strategies aimed at gradually improving work cycles can
be applied to measuring operational activity, the character of a firm (surprising and short in
scope) brings only a few smaller updates to campaigns. Refresh campaigns, as well as assembly

activities, increase the cost of the item or administration and consistently extend the time it takes
to complete the revised exercises. As a result of the limitations of the term of operation, the
promotion of adequate and ready-to-use skills, materials and work measures is the fundamental
goal for improving performance. On more complex initiatives, time is allotted to build
agreements to understand and build the appropriate levels of skills and work steps.
Project management organizations that carry out some comparative initiatives can find
development tools that are useful for differentiating and improving the criteria used in their
work. Similarly, cycling development tools can be useful for identifying cost and time
improvement openings. You need to find open doors quickly to influence the performance of the
business. The interest in the time and resources to find updates is evident in the early stages of
the industry, when the industry is at an organizational level. In the later stages of the industry, as
responsibilities to achieve business plan objectives increase, the business lifestyle is less useful
for modifying operational measures.
Here; Kings College has preference to avail good IT wings classroom for students with best
quality project and sitting arrangement in such a way that all student could listen clearly and see
board without any difficulty.
End of project evaluation report
Objectives of the project:
The main objectives of the project include; use of vacant space of IT wing by utilizing same
room and wings and renovation the seating arrangement to provide better space for the teacher
and student. At the end of the project; both objectives will be achieved because both objectives
could be achieved together as better utilization of vacant space also includes quality space for
teacher and student both.
Benefits from the project:
The main benefit achieved after initiating project is saving of lots of cost which were earlier paid
to lecturers for taking same lecture in different classes. But after this project; all class can be
merged to have same lecturer at the same time; this will reduce the quantity of each lecturer and
college can save its salary expenses and profit will also raised.

The another benefit is utilization of vacant space in turning into cash inflows from increasing
capacity of students in same class; as more capacity keens to more admission and finally more
revenue.
Yes; the project stayed within its original scope through maintaining time, budgeted cost and
limit the constraints. As the project finished within assigned time; it was able to cop up with
decided cost and quality was also properly maintained.
Changes made in original project plan
There’s always difference in theory and practical. While completing the project; there were many
loopholes such as; it was not decided whether to use sound proof glass in windows to reduce the
noise or replacing the windows with slide glasses with the help of a frame and it was also cause
of confusion whether to utilize round table for students or sampling installing affixed floor chair.
Also, due to unskilled labors; lots of mistakes overcome and results in changing in original plan.
The plans undertaken change from day to day as the work is completed and you change what is
happening to deal with the problems of the errors, but more changes affect us. from time to time.
Here are 7 reasons to change initiatives - things that will make you review that plan again (and
again):
1. Stakeholder Changes Their Mind
Companions may change their perspective at any time during the activity. Plus, they do it
regularly! If their reassessment is in line with the location or nature of the job offer, this will
launch an improvement to blend their new ideas. This is basically a change to the prerequisites.
2. Regulatory Change
As new guidelines or guidelines are presented, this may lead to change to expand the scope or
need. You need to make sure your business is still enjoyable and properly cleaned for trade. This
could happen at any point in the campaign lifecycle, so the sooner you can learn about upcoming
changes, the better, because for the most part you will be notified before the new standards come
into force.
3. Poorly Defined Requirements

As the organization performing the work verifies the sensitivity of the prerequisites, suspicion
issues will arise and this may change identifying what a campaign administrator really needs.
4. Change in Sponsorship
Another support is new ideas. Regardless of whether your work has been deliberately altered
despite being good to undertake or submitted voluntarily or excessively, procedures anyone who
currently wants to accomplish things.
5. Change your business strategy
A change in the header can change the extent or requirements of your action. this could happen
at any moment of the transaction: the company systems are constantly under constant control of
the real risks, regardless of whether at the base level the association has issued a mandatory
three- or five-year transaction.
6. Business Strategy Change
Specific updates may change with your campaign. as a result of my initiative, we decided to take
care of putting the latest version of the product into the groups that came later in the group
program and then returned and update those who originally had it. This changed the extension
and made the overall work longer as a change had to be done successfully. However, we fully
agree that it was a reasonable approach and that we had seen it coming.
7. Insufficient resources
At the stage where activity is low; any waste of resources can alter a plan from a specific one
A portion of the deformities identified during prognosis were; information spread over the
classrooms; missing edge between seat and table substitutes, and so on.
Summary
There were various chapters used to complete the project such as; objectives include two desired
goals set up by owner. Project has a huge scope in the eye of management. This section included
stakeholder management plan to indicate which stakeholder has maximum interest in company’s
new project.
Risk register has also been included to know about potential risks and damages if the same event
occurs. This register also suggests the methods to minimize such risks. Gantt chart has been used

to calculate critical path and minimum duration required for the project to complete the whole
project.
References
Books and Journals
Meredith, J.R., Shafer, S.M. and Mantel Jr, S.J., 2017. Project Management: A Strategic
Managerial Approach. John Wiley & Sons.
Kerzner, H., 2019. Using the project management maturity model: strategic planning for project
management. John Wiley & Sons.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management.
Project Management Institute.
Radujković, M. and Sjekavica, M., 2017. Project management success factors. Procedia
engineering. 196. pp.607-615.