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Project Management: A Managerial Approach, 8th Edition by Samuel J. Mantel Jr., Jack R. Meredith

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CHAPTER 11

Project Control

In the previous chapter, we described the monitoring and information gathering process that would help the PM control the project. Control is the last element in the implementation cycle of planning–monitoring–controlling. Information is collected about system performance, compared with the desired (or planned) level, and action taken if actual and desired performance differ enough that the controller (manager) wishes to decrease the difference. Note that reporting performance, comparing the differences between desired and actual performance levels, and accounting for why such differences exist are all parts of the control process. In essence, control is the act of reducing the difference between plan and reality.

Although this chapter is primarily directed to the exercise of control by the project manager, we must note that the Project Management Office, or other project overseer reporting to upper management, also has a project control function. The aim of the project is to help achieve some strategic objective of the organization; thus, the regular deliberations of the PMO, council, or group charged with implementing the Project Portfolio Process (or any other project selection mechanism) must include an appraisal of the continuing value of the project in achieving those objectives. Using the information gained from monitoring the project, as well as information concerning changes in the organizational goals, resources, and strategy, this group may ...

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