Monitor and Control Project Performance: Tracking Progress to Meet Objectives

PMBOK v8 Definition

Monitor and Control Project Performance is the process of tracking, reviewing, and reporting the overall project progress to meet the performance objectives defined in the project management plan. This process belongs to the Monitoring and Controlling Process Group and falls under the Project Performance Domain. The key benefits include allowing stakeholders to understand the current state of the project, recognize actions taken to address performance issues, and gain visibility into future project status with cost and schedule forecasts.

Why It Matters for the Exam

This process appears frequently in PMI exam questions that test your understanding of how project performance is measured, evaluated, and reported throughout the project lifecycle. Expect situational questions where you must identify the correct actions when performance deviates from the plan, and questions that distinguish between monitoring activities (collecting data) and controlling activities (taking corrective action).

Key Points to Remember (for the exam)

• Main Purpose: Track, review, and report overall project progress against performance objectives defined in the project management plan
• Core Activities: Evaluating performance compared to plan; tracking resource utilization, work completed, and budget expended
• Key Outputs: Work performance information, change requests, project management plan updates, and project document updates (cost forecasts, issue log, lessons learned register, risk register, schedule forecasts)
• Monitoring vs. Controlling: Monitoring involves collecting, measuring, and assessing data and trends; Controlling involves determining corrective or preventive actions, replanning, and following up on action plans
• Common Confusion: This process is NOT the same as individual control processes (Control Scope, Control Schedule, Control Costs)—it provides the overall project performance view
• Critical Link to Measurement: This process relies on continuous tracking, review, and reporting of project metrics to ensure alignment with performance objectives
• Change Management Trigger: If a decision is likely beneficial and results in a change to the project baseline, integrated change control should be employed

Typical PMI Exam Example

A project manager is reviewing monthly performance reports and notices the project is 10% over budget but ahead of schedule. Stakeholders want to know the current project health and future projections. What should the project manager do NEXT? → Apply the Monitor and Control Project Performance process to evaluate overall performance, generate cost and schedule forecasts, and report the current state and future status to stakeholders.

PMI Exam Traps

• Trap: Confusing Monitor and Control Project Performance with individual control processes (Control Scope, Control Schedule, Control Costs)

  • Reality: This process provides the integrated, overall view of project performance, while individual processes focus on specific knowledge areas

• Trap: Thinking monitoring and controlling are the same activity

  • Reality: Monitoring is collecting, measuring, and assessing data; Controlling is determining corrective/preventive actions and replanning

• Trap: Believing this process only occurs at the end of a phase or project

  • Reality: Monitoring is an ongoing aspect of project management performed throughout the project

• Trap: Assuming performance issues are resolved without integrated change control

  • Reality: If a decision changes the project baseline, integrated change control must be employed

Important PMI Connections

Quick Review Questions

1. What is the difference between monitoring and controlling in the Monitor and Control Project Performance process?

2. A project manager evaluates performance against the plan and determines corrective actions are needed. Which process is being performed?

3. When should a project manager initiate integrated change control during performance monitoring?

4. What are the key project document updates produced by the Monitor and Control Project Performance process?

5. How does the Monitor and Control Project Performance process differ from the Control Scope process?

PMBOK v8 Reference

Section 2.1.6.7 - Monitor and Control Project Performance