Monitoring, evaluation, control; control cycle

Monitoring

Project monitoring is the continuous collection, recording and reporting of information on the actual progress of a project (physical work, time, cost, quality, resource use) during implementation, and its comparison with the plan, so that deviations are known.

Evaluation

Project evaluation is the periodic, systematic assessment of a project (during, at the end, or after completion) to judge its relevance, efficiency, effectiveness, impact and sustainability against the objectives, and to draw lessons for decisions and for future projects.

Controlling

Project control is the process of comparing actual performance with the plan, analysing the variances and taking corrective action (or revising the plan) so that the project is completed within the planned time, cost and quality.

Project control cycle

The control cycle is a closed loop that is repeated at every review period. The arrow from box 5 back to box 1 is the feedback: the plan is updated and the cycle starts again.

+--------------+     +------------------+
| 1 Plan:      |     | 2 Implement and  |
| baseline of  |---->| measure actual   |
| time, cost,  |     | progress         |
| quality      |     +--------+---------+
+------^-------+              |
       |                      v
+------+-------+     +------------------+
| 5 Take       |     | 3 Compare actual |
| corrective   |     | with plan and    |
| action /     |     | find variance    |
| re-plan      |     +--------+---------+
+------^-------+              |
       |                      v
       |             +------------------+
       +-------------| 4 Analyse causes |
                     | and decide       |
                     +------------------+

1. Set the baseline plan: approved scope, schedule, budget and quality standards.
2. Measure progress: record the actual work done, cost spent and quality results through site reports, measurement books and inspections.
3. Compare actual with planned values and find the variance (schedule, cost, quality).
4. Analyse the variance: find the causes (late material, low productivity, design change, weather) and forecast the effect on the completion date and final cost.
5. Take corrective action: add resources, work overtime, re-sequence activities, change the method, or revise the plan with approval.
6. Report and update: inform management, update the plan, and repeat the cycle at the next review period (feedback).

Example (road project): 10 km of road is to be built in 100 days (0.1 km per day). On day 50 the progress report shows only 4 km finished (planned 5 km). Variance = 1 km behind (20 %). Analysis finds that the roller was idle for 6 days and rain stopped work for 4 days. Corrective action: hire one more roller, add a second shift and use the float of the side-drain work to release labour. At the next review (day 60) progress is compared again.