Example situations for real Monitoring and controlling activities in project management

Monitoring and controlling is a major activity in project management practices.

Each candidate for a project manager certificate can explain to you exactly what monitoring and controlling are.

However, few project managers can give you real examples and real situations. The inability to give examples is usually due to a lack of real experience in real projects.

In this article, we share sample situations for Monitoring and controlling in project management. Reference: “Monitoring and controlling in project management: Example situations“,

Monitoring and controlling: Real examples

Your project says that James demotivates the team and expresses dissatisfaction with lunch breaks almost every day.

First of all, I would like to call Friday for a personal meeting to talk and find out what could be the reasons for this dissatisfaction on his part.

The conversation will remain between us, so I could predispose him and be able to share more about himself – whether there are any problems related to work, colleagues, or personal. Reference: “Monitoring and control over the project implementation”,

My attitude will not be aggressive, I will just be there to listen to what he has to say.

One of the reasons for such behavior is if the employee no longer feels part of the team or is underestimated.

The work then begins to be neglected and dissatisfaction with everything and everyone is expressed.

One way to deal with such a problem is to give this employee more responsibilities, things to work on to improve some processes, and so on. (More project management articles…)

This in itself would immediately make him feel valuable to the department in which he works and the company as a whole.

Setting high goals (within normal limits) will increase employee productivity and lead to better results.

If the problem is between colleagues, one way to deal with the problem is to give more tasks to each other to build a better relationship, if not James can be transferred to another department or work on other projects (which is not the best option). Reference: “Monitoring and Controlling in Project management presented with real scenario examples“,

Wages may also be a major cause of Peter’s dissatisfaction, but to raise them, the above actions and examples would lead to this desired increase (increase) when it comes time to revise wages, of course.

At this point, he can show on paper what he has contributed and what have been the results of his performance so far and make his self-assessment.

The final option is to contact the HR department so that the whole situation can be assessed at another higher level if nothing else has helped so far. Reference: (The club of 7 master universities)

Your supplier sends you a letter informing you that it will stop delivering your product in a month because it stops production.

The first thing to do is to discuss this situation with our company’s supply director.

With it, we need to review all documents and contracts included in the Procurement plan.

In the case of a contract, the supplier will have to fulfill all points of the contract by its end date.

If this is not possible, one option is for the supplier to pass the baton to another company, which will continue to comply with all points of our contract for the delivery of the product. Reference: Click here

At the same time, the topics in the Risk management plan, in the section for our deliveries, should be reviewed and the necessary steps should be taken.

The client sends you an email asking you to explain the status of the project.

In general, we should have predetermined days, weeks, or dates (depending on the terms negotiated with the client) in which to provide updates and project status.

A lot of detailed updates can be presented with each completed Milestone, and if the client requests an additional update on an indefinite day, we will be able to gather the necessary information much faster. Reference: “Plan, monitoring and control in project management: Data collection, processing, and analysis“,

Using Task lists in programs, Gantt Charts, Excel Sheets, and more. would allow us to determine the status of a Milestone, task, or sub-task at the moment to confirm to the client whether we are on schedule or not and when we will be able to provide the next update with a completed Milestone or the project as a whole when to be completed.

Your architect tells you that he has doubts about the strength of the materials with which you make your product.

This situation will be discussed between the PM, the architect, and the Quality Control Officer to take all adequate measures, if necessary.

Programmers complain that the code compilation environment is very slow and time-consuming.

In this situation, a meeting is held between the PM, senior programmer, and the team leader of the PR department, where they discuss various options for how to overcome this problem.

Things are being discussed, such as if anyone has encountered such a problem in the past and how it has been resolved.

The opinion of a senior programmer will also be sought, as this delay may not be such a problem and yet the task can be completed by a predetermined date.

Options to use different online compilation tools may also be discussed, and this decision is influenced by other factors, such as tool reliability, time, resources, and more.

Your designer tells you that the usability of your product’s GUI is starting to decline

Here I would immediately ask what other observations the Designer has and what he would recommend.

What other alternatives and options can we have. After gathering the necessary information, it will be presented to the Directors, and then most likely to all Stakeholders and our client.

Depending on the time and the current situation, we could continue with the current graphical interface, and then work on it will continue so that it can be updated and even replaced in the future. All this will depend on the market, resources, and decisions made by directors and the client.

I would reply that no unforeseen situations have arisen so far and that I will send him a report on progress and tasks completed by tomorrow morning at the latest.

As in this report, I can include still unresolved problem situations (if any), but options will be added to tackle them.

The director casually asks you in the hallway if you think the project is on schedule.

In this case, I will use any ready-made documentation and added notes and opinions of all heads of departments and officials for the given tasks and milestones.

What stages did the product go through (such as the QA of the programmed codes, the test trials of all departments that worked on a task, or the quality manager, what steps did he pre-order) for it to be approved?

A representative, an external consultant of your client, sends you an inquiry about whether the product meets its requirements and asks you to confirm this.

In this case, I would like to mention some of the work of the teams on other successful projects. I would also like to add their experience in the field and the recommendations they have received and deserved.

Real examples of monitoring and controlling related to Change request procedures

Your client is sending you the following email “Hello! Our CTO wants you to include an additional device in the project scope”

We review the client’s request and move on to communication with all necessary departments (Hardware components delivery, Software developers, QA, Graphic designers, etc.) to identify updated:

  • Time resources
  • Human Resources
  • Expenses
  • Gantt Chart
  • WBS
  • Risks
  • Delivery of parts (if necessary)

After gathering all the necessary information and preparing all the sample documents and updated prices, they are sent to the client for approval in the official form for a change request, which is considered by the project managers and directors of both parties (client and supplier).

After accepting the change request form, we proceed to update all documents, such as the Gantt chart, PM tools, tables, WBS, risks, resources, prices, etc. and the work continues according to the new requirements. Reference: “Monitoring and control in project management”,

Your client is sending you an email: “Hello! We’ve seen the project drawings. We want you to add a new button on the system diagnostics dashboard before you can start producing a prototype.”

The addition of certain tasks will have to be discussed with the necessary departments and managers, and these may be several departments (3D graphic design, PR department, etc.).

Depending on the time and period in which the client requests this novelty, it will be necessary to determine which team will need what additional time to complete the new task, to determine the resources, and time and calculate what additional costs will be needed. for these changes.

When collecting this data, it should be discussed with the client whether he will agree. If we decide to continue with the news, we need to update all our documents, tables, Gantt chart, etc.

We must not forget that a change request form will also be needed here, which must be approved before the documents can be formally updated.

Your client is sending you an email: “Hello! We want to reduce the overall cost of the project, but we have no idea yet how.”

Here we must first consider the time and period when the client sends us this email, because it will depend on the tasks already completed and how far we have come with the project.

After the work is completed and resources spent on one of our subprojects, we will not be able to reduce their costs and we will have to focus on one of the subprojects that are to be worked on or are currently being worked on.

In such a situation, we could offer some alternatives to reduce the costs of each of our subprojects, giving them brief explanations of what could affect the project and what the expected impact could be.

We can reduce costs by skipping some tests, using cheaper parts, fewer features in the graphical interface, fewer work programs, and marketing can also be reduced to a smaller project, as well as the project with enforcement of the product on the market.

After the short options provided, the customer can choose several of them so that we can request a form of change and determine what exactly will cost our product or the final results, to reduce costs and still have a successful final project/product.

After determining the cost reduction option and adopting the change form, an update of all necessary documents and tools is started to redistribute the work and resources for the project.

You return from vacation and find that the team has started to lag in various tasks.

The first thing will be to arrange a meeting between the project manager and the team leader of the department to determine what led to this delay.

Then we will start taking the necessary measures so that we can make up for lost time or reduce the lag time to a minimum.

Options are to transfer the more difficult tasks to older employees, to distribute the tasks among more employees, and if the employee’s initial idea was to do the job “perfectly”, then we would take direct action to perform the problem task so that it is just working and giving good results.

First I would ask what is the reason for his departure and is there an option for him/her to cancel the notice to leave and stay in the company.

In case of refusal and a resolute statement that he/she will leave the company, we must review the documents of the project/projects we are working on and determine whether he/she will be able to do all the specific work on the assigned tasks by the date of leaving.

In case there are still tasks to be completed, all the information about this project (what has been done so far, what needs to be done, and when) will have to be presented in the form of a document so that the project can continue as planned.

The necessary training for the new people who will take this position will also have to be determined.

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

Depending on the competence of the technical specialist, there could be an option for his promotion to technical manager, who will continue the work on the project and its completion.

Here, first of all, I would like to mention all the shortcomings that the final product could have if we remove these two main characteristics, which are also the basis for keeping the product on the market with the rest of the competition.

In case the client insists on removing the graphical interface and touch screen, we must take into account the period in which he will request this change.

If there are already resources spent on these tasks, we will have to take them into account in the final prices.

If the external panels have already been ordered, this will also have to be taken into account, as the steering wheel and the panel designed to match the touchscreen may need to be changed, and new orders and deliveries made.

Depending on the time of the requested change and the progress of the project, all additional tasks that will have to be performed will have to be reported, and they may include additional costs.

Ultimately, this may even lead to an increase in the necessary funds and time to complete the project in its final form required by the client.

That said, the result may be an even more expensive project for our company and at the same time fewer market profits and unrealized products.

By Michael Young

Michael Young is the chief publisher of and is passionate about all project management and business management disciplines from the modern education programs presented by the popular universities in the United States (USA) and the United Kingdom (UK)

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