The standard for project management

Tools & Techniques

Inputs

Outputs

Monitor and Control Project Work

.1  Expert judgment

.2  Data analysis

• 

Alternatives analysis

• 

Cost-benefit analysis

• 

Earned value analysis

• 

Root cause analysis

• 

Trend analysis

• 

Variance analysis

.3  Decision making

.4 Meetings

.1  Project management plan

• 

Any component

.2  Project documents

• 

Assumption log

• 

Basis of estimates

• 

Cost forecasts

• 

Issue log

• 

Lessons learned register

• 

Milestone list

• 

Quality reports

• 

Risk register

• 

Risk report

• 

Schedule forecasts

.3  Work performance information

.4 Agreements 

.5  Enterprise environmental    

 factors

.6  Organizational process assets

.1  Work performance reports

.2  Change requests

.3  Project management plan   

 updates

• 

Any component

.4  Project documents updates

• 

Cost forecasts

• 

Issue log

• 

Lessons learned register

• 

Risk register

• 

Schedule forecasts

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11.7

Monitor

Risks

10.2 

Manage

Communications

9.5 

Manage

Team

4.6

Perform

Integrated

Change Control

5.6.

Control

Scope

5.5 

Validate

Scope

9.6 

Control

Resources

8.3

Control

Quality

7.4

Control

Costs

6.6 

Control

Schedule

13.4

Monitor

Stakeholder

Engagement

12.3

Control

Procurements

11.7 

Monitor

Risks 

10.3 

Monitor

Communications

• Project

   charter

12.2 

Conduct

Procurements

Project

Management

Plan

Project

Documents

Project

Documents

4.5

 Monitor and

Control

Project Work

• Agreements

• Change requests

• 

W

ork performance reports

• 

W

ork performance reports

• 

W

ork performance reports

• 

W

ork performance information

• 

W

ork performance reports

Project documents updates

• Cost forecasts

• Issue log

• Lessons learned register

• Risk register

• Schedule forecasts

Project management 

plan updates

• Any component

Project management plan

• Any component

Project documents

• Assumption log

• Basis of estimates

• Cost forecasts

• Issue log

• Lessons learned register

• Milestone list

• Quality reports

• Risk register 

• Risk report

• Schedule forecasts 

Project

Management

Plan

• Enterprise environmental factors

• Organizational process assets

Enterprise/

Organization

Figure 4-11. Monitor and Control Project Work: Data Flow Diagram

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107

Monitoring is an aspect of project management performed throughout the project. Monitoring includes collecting, 

measuring, and assessing measurements and trends to effect process improvements. Continuous monitoring gives 

the project management team insight into the health of the project and identifies any areas that may require special 

attention. Control includes determining corrective or preventive actions or replanning and following up on action plans 

to determine whether the actions taken resolved the performance issue. The Monitor and Control Project Work process 

is concerned with:

u

u

Comparing actual project performance against the project management plan;

u

u

Assessing performance periodically to determine whether any corrective or preventive actions are indicated, and 

then recommending those actions as necessary;

u

u

Checking the status of individual project risks;

u

u

Maintaining an accurate, timely information base concerning the project’s product(s) and their associated 

documentation through project completion;

u

u

Providing information to support status reporting, progress measurement, and forecasting;

u

u

Providing forecasts to update current cost and current schedule information;

u

u

Monitoring implementation of approved changes as they occur;

u

u

Providing appropriate reporting on project progress and status to program management when the project is part 

of an overall program; and

u

u

Ensuring that the project stays aligned with the business needs.

4.5.1 MONITOR AND CONTROL PROJECT WORK: INPUTS

4.5.1.1 PROJECT MANAGEMENT PLAN

Described in Section 4.2.3.1. Monitoring and controlling project work involves looking at all aspects of the project. 

Any component of the project management plan may be an input for this process.

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4.5.1.2 PROJECT DOCUMENTS

Project documents that can be considered as inputs for this process include but are not limited to:

u

u

Assumption log.

 Described in Section 4.1.3.2. The assumption log contains information about assumptions and 

constraints identified as affecting the project.

u

u