Monitoring and Controlling in Project management presented with real scenario examples

Monitoring and Controlling in Project management is a difficult discipline that requires a high level of knowledge and experience in project management practices. Not every project manager can monitor and control their project and stakeholders rely solely on certified and regulated managers. In the publication, we present some valid scenarios for project management and its variables. PM.MBA is the authority guaranteeing the validity of the information in this article.

In addition, we validate the example situations presented in the article Monitoring and Controlling in Project Management – real example situations published on the Webmasters Forums site and confirm the correctness of the information and possible activities.

Your client is sending you an email: “Hello! We want to reduce the overall cost of the project, but we have no idea yet. Please give us suggestions and an action plan.”

This issue is an occasion for creating reservations in the contractual relationship. The payments made so far, the degree of work completed so far, and the degree of correlation between payments and completed project activities are audited. This situation is not foreseen in the risk plan, unfortunately. Requests for additional product features have been met at approximately 30%, but no specific payment has been accounted for and insufficient payment has been found so far. It is necessary to urgently convene all the teams that work in parallel – programmers, designers, and quality specialists. The opinion of the external consultant is also required, which should be requested from the client. If not – notify on time. Read more at Requirements change management

Changes in cost-related programming can be foreseen in the last stages of implementation, mainly at the expense of the product-user connection, the Super-PC connection, and necessarily at the expense of quality, which will impair the functionality of the end product. According to the quality criteria, the risk is huge, it needs very thorough analysis, for which it is good that the team has a chance to have powerful software.

The liaison activities described above may be eliminated from the contractual relationship, with new ones being written at the time possible to cover the costs and the resource as a whole, on the client’s part. In the event that substantially limited functionalities were evaluated by the team, it would be to evaluate which processes could be erased, restricted, or stopped in order to accelerate project completion after a reduced budget. I believe that this is an activity that is also remunerated for staff and should not be renegotiated to reduce costs and budget. I will explicitly inform the program director after discussing it with the team in detail.

You are coming back from vacation and you find that your product GUI team has started falling behind on various tasks.

In a century of advanced information technology, and with the personal responsibility of the team, especially the senior programmer, this situation should not be reached. The responsibility of the project manager during the holidays is transferred to the scary designer, logically by hierarchy. The Director should also be informed of the tasks or at least the expected results for the period of leave.

Probably the leave should not be prolonged (rather urgent) given the important stage of project development. This, in my opinion, is part of the morale and high responsibility of the manager.

However, if this is the real situation, a timely “tightening” of responsibilities is a must. Emergency meetings, opinions about problems and difficulties, possibly creative or personal conflicts all played a “bad role”. Depending on the specific reasons, the arguments are identified and measures are taken to eliminate the backlog – which tasks at what time and personal responsibility. Such risk is not foreseen in the Risk Management Plan due to the inadmissibility of subjective reasons, such as conflict situations, for example. Reference:

Your technical manager informs you that he has just been to the HR department and has issued a notice to leave.

This notification would create surprisingly unpleasant reservations about the person who played the most important role in the team. I would self-analyze his personal and professional qualities, his relationships with each of the programmers in the team. If my assessment is that there was no high degree of conflict or tension and this was largely due to his good behavior as a senior programmer, then I would definitely have a thorough conversation with him, I need to understand the true motives for his intention, whether they relate to team relationships, individual actors, possible misunderstandings or emptiness in our relationships. The reason could be expected to be better remuneration, for example.

I need to clarify the reason and if I consider the person and the professional to be highly responsible for the role he or she is taking, I would suggest that he/she withdraws his / her notice until I introduce his / her question to the senior management – the director, possibly the financial manager and the HR manager by expressing my unconditional motives to them. I will offer him a specific deadline, as short as possible, for the higher-level decision taken on raising the remuneration. If my judgment was that he had gaps in his professional communications at all levels, including managerial, and that led to overdue or other setbacks, I would leave him with his decision without even commenting on him! Well, he brought me to the fore with the notice given!

However, I would organize myself to inform my direct director, to discuss the planned measures – to give the best designer the opportunity, at my discretion, to temporarily take on this role until he convinces me that he is performing significantly better than the previous one. Seek out an external consultant to assist you in offering the right specialist for the particular stage, by assessing and recreating important details of the work. I will ask for the timeliness, in which I will work to “find” the right specialist. If I feel that this is not happening on time, I will suggest the most responsible to take on this role, and for all additional responsibilities and good results of the work, they will receive additional remuneration within the released budget from the team leader.

One of your technicians informs you that your manager, who has decided to leave the company, has offered to leave with him and join a new company.

I respect his gesture of announcing his intention. He probably has an open mind to share the reasons – teamwork, complexity of project activity, higher expectations of me as a project manager, bonus expectations, or higher pay. I would like to evaluate my professionalism and humanity in the team, the importance of the role in the processes carried out in the project. In case the positives are weighed, I would ask him about the reasons that motivate this intention in him, waiting to hear other additional arguments that led to them, of both decisions!

I will offer him to wait for the notice to be given, pledging to talk to improve the remuneration, and it is good to know the reason for this and what the expectations are. If my assessment is that he is best placed to become the Technical Manager, I would temporarily offer him this position if he is satisfied. I will wait for a mutually determined period in which he will self-assess, which will be linked to the achieved project results, for which the manager has the responsibility to monitor. I would also ask him if he could offer a suitable specialist from his contacts.

If this is the guy from the team who doesn’t miss lunch break to express resentment at work and the same motives he points out to me who don’t have the surroundings covered, I would not respect his gesture of sharing his intention to leave. I would accept his intention with optimism to find the right specialist. In the case of a notice requested, I will necessarily inform the Director and seek the assistance of the team and the external consultant for timely completion of the team.

Your client sends you an email: “Hello! If we decide to remove the GUI and touch screen from our product, what are the savings”

This inquiry indicates in me the thought of a collapse in the client’s condition and the cancellation of the entire project contract. The graphical interface and touch screen are the main modules that connect all the components in the project. These core modules are more than 90% full. There may be options to drop some extras, / voice commands, remote control, remote control, for sure, high-speed Internet connection, with a Super Computer // that will be upgrading the running modules.

But that will certainly mean the end of the innovative smart machine project! Senior contractor management can propose the completion of the innovative payday machine project through the sale of the end product on the market if it decides that there is a resource budget. It may suggest to the investor to seek a way to reach an agreement with another client to provide the necessary potential. And all this will lead to a delay in the implementation, unfortunately of the responsibilities, commitments fulfilled, and positive finalization of the project!

Top management should look for other flexible and innovative compilations in the conditions of the developed global market potential of innovative products! This will maintain the confidence of the project contractors in the organization itself, will retain the team, and motivate it for higher results in future projects! In the event of termination of the contract without taking measures for a new investor or investing its own budget, there is a danger of termination and liquidation of the company!