Editing Project management (section)

===Monitoring and controlling===
[[File:Monitoring and Controlling Process Group Processes.jpg|thumb|320px|Monitoring and controlling process group processes<ref name="VA03"/>]]Monitoring and controlling consist of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan.

Monitoring and controlling include:<ref name="JPL00">Lewis, James P. (2000). ''The project manager's desk reference: a comprehensive guide to project planning, scheduling, evaluation, and systems''. p. 185.</ref>
* Measuring the ongoing project activities ('where we are');
* Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project performance baseline (''where we should be'');
* Identifying corrective actions to address issues and risks properly (''How can we get on track again'');
* Influencing the factors that could circumvent integrated change control so only approved changes are implemented.

Two main mechanisms support monitoring and controlling in projects. On the one hand, [[contract]]s offer a set of rules and incentives often supported by potential penalties and sanctions.<ref>{{Cite journal|last=Eccles|first=Robert G.|date=1981|title=The quasifirm in the construction industry|url=https://econpapers.repec.org/article/eeejeborg/v_3a2_3ay_3a1981_3ai_3a4_3ap_3a335-357.htm|journal=Journal of Economic Behavior & Organization|volume=2|issue=4|pages=335–357|doi=10.1016/0167-2681(81)90013-5|issn=0167-2681|url-access=subscription}}</ref> On the other hand, scholars in business and management have paid attention to the role of integrators (also called project barons) to achieve a project's objectives.<ref>{{Cite book|last1=Davies|first1=Andrew|url=https://research.brighton.ac.uk/en/publications/the-business-of-projects-managing-innovation-in-complex-products-|title=The Business of projects: managing innovation in complex products and systems|last2=Hobday|first2=Michael|date=2005|publisher=Cambridge University Press|isbn=978-0-521-84328-7|language=en}}</ref><ref>{{Cite journal|last1=Gann|first1=David|last2=Salter|first2=Ammon|last3=Dodgson|first3=Mark|last4=Philips|first4=Nelson|date=2012|title=Inside the world of the project baron|url=https://researchportal.bath.ac.uk/en/publications/inside-the-world-of-the-project-baron|journal=MIT Sloan Management Review|language=en|volume=53|issue=3|pages=63–71|issn=1532-9194}}</ref> In turn, recent research in project management has questioned the type of interplay between contracts and integrators. Some have argued that these two monitoring mechanisms operate as substitutes<ref>{{Cite journal|last=Meng|first=Xianhai|date=2012|title=The effect of relationship management on project performance in construction|url=https://pure.qub.ac.uk/en/publications/the-effect-of-relationship-management-on-project-performance-in-c|journal=International Journal of Project Management|language=en|volume=30|issue=2|pages=188–198|doi=10.1016/j.ijproman.2011.04.002|url-access=subscription}}</ref> as one type of organization would decrease the advantages of using the other one.

In multi-phase projects, the monitoring and control process also provides feedback between project phases, to implement corrective or preventive actions to bring the project into compliance with the project management plan.

Project maintenance is an ongoing process, and it includes:<ref name="PMI 10"/>
* Continuing support of end-users
* Correction of errors
* Updates to the product over time
[[File:Project Management (project control).png|thumb|240px|Monitoring and controlling cycle]]
In this stage, [[auditor]]s should pay attention to how effectively and quickly user problems are resolved.

Over the course of any construction project, the work scope may change. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering, and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as change management. Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents – usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, "as built." The requirement for providing them is a norm in construction contracts. Construction document management is a highly important task undertaken with the aid of an online or desktop software system or maintained through physical documentation. The increasing legality pertaining to the construction industry's maintenance of correct documentation has caused an increase in the need for document management systems.

When changes are introduced to the project, the viability of the project has to be re-assessed. It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted result may not justify the original proposed investment in the project. Successful project management identifies these components, and tracks and monitors progress, so as to stay within time and budget frames already outlined at the commencement of the project. Exact methods were suggested to identify the most informative monitoring points along the project life-cycle regarding its progress and expected duration.<ref name="PM">{{cite web|author1= Cohen-Kashi, S.|author2=Rozenes, S. |author3=Ben-Gal, I. |title = Project Management Monitoring Based on Expected Duration Entropy |url=http://www.eng.tau.ac.il/~bengal/PMentropy-published.pdf|publisher = In Entropy 2020, 22, 905}}</ref>