In this blog, we will explore the Monitor and Control Project Performance process, along with its associated inputs, tools and techniques, and outputs.
Monitor and Control Project Performance is the process of tracking, reviewing, and reporting overall project progress against the performance objectives defined in the project management plan, and deciding if corrective or preventive actions or changes are needed.
Now let’s start with the inputs.
As I always say, whenever we study a process along with its inputs, tools and techniques, a good strategy is to begin with its primary output. In this case, the main output of the process is the Work performance reports.
So, let’s focus on what is required to develop the Work performance reports.
Work performance information is the primary input for creating the Work performance reports.
This is analyzed, aggregated performance data (as opposed to raw data). It is the direct basis for performance reporting.
For Example You convert task-level actuals (work performance data) into SPI, CPI, defect trends, and risk ratings, then feed these into the work performance reports.
Next, we need the Project Management Plan. Most of its components are essential for performing the Monitor and Control Project Performance process.
Let’s start with the baselines. To evaluate project performance, we need baselines as reference points. After completing work, we collect actual data—such as time taken, cost incurred, and work completed—and compare it against the baselines to identify variances.
For example, if your Schedule Baseline indicates completion in 100 days, but your current forecast shows 110 days, it means you are behind schedule. Without baselines, performance evaluation is not possible. The same applies to scope and cost. Therefore, the Scope Baseline, Schedule Baseline, and Cost Baseline are key inputs.
When combined, these three baselines form the Performance Measurement Baseline (PMB), which is used for techniques like Earned Value Management (EVM).
In addition, the Project Management Plan includes subsidiary plans such as the Schedule Management Plan, Cost Management Plan, Resource Management Plan, and Procurement Management Plan. These provide guidance on how to monitor and control each aspect of the project. For example, to evaluate schedule performance, we refer to the Schedule Management Plan.
Now, let’s look at the project documents required for this process.
Assumption Log:
Some assumptions made during planning may no longer be valid. Using work performance data, we revalidate these assumptions. If they no longer hold true, we update the Project Management Plan or other relevant project documents to ensure the plan remains realistic.
Basis of Estimates:
This document records how estimates were developed, including methods, data, and assumptions used. During performance evaluation, if we observe variances, we must determine whether they are due to poor execution or inaccurate estimates. By reviewing the Basis of Estimates, we can identify whether the baselines were unrealistic. If the issue lies in weak or optimistic estimates, the solution is to revise and update the baselines (schedule, cost, or scope), rather than treating it as a performance issue.
Cost Forecasts & Schedule Forecasts
When we perform project performance evaluation, we generate two types of outputs: variances and forecasts.
Variances represent the current situation by comparing planned versus actual performance. For example, if we were supposed to spend $500K but have actually spent $550K, it means we are over budget by $50K, indicating a performance issue.
Forecasts, on the other hand, are about the future. Based on the current performance trend, we project how much time and cost will be required to complete the project. In simple terms, forecasts help us understand how the project is likely to perform going forward—whether it will improve or worsen.
We use metrics such as Estimate at Completion (EAC), Estimate to Complete (ETC), and Schedule Forecasts to make these projections. These concepts will be covered in detail as part of Earned Value Management (EVM).
Next Issue Log – This Lists open and closed issues. Many issues directly affect performance and Helps connect performance problems to underlying issues and prioritize resolution.
For Example – Repeated schedule slippage is tied to an unresolved vendor issue in the log; this context is shown in the performance report to justify escalating the vendor problem.
Lessons Learned Register is need because it Captures what has worked or not so far. This informs how you interpret performance trends and choose responses. Reduces repeated mistakes, improving the effectiveness of corrective actions.
Milestone List Shows key checkpoints used to assess progress. Provides visible markers for status reporting. Example – Only 3 of 7 key milestones have been met by mid-year
Quality Reports Summarize quality assurance/control results (defects, audit findings). They show quality performance. They Tie overall performance reporting to actual quality outcomes, not just schedule and cost.
Risk Register Lists identified risks, owners, and responses. It is used to track how risks impact performance. They Connects performance deviations to risk events (realized threats or missed opportunities).
For Example – A risk about supplier delay becomes an issue and causes schedule variance; the performance report references this risk and its status.
Risk Report – Risk Reports help stakeholders understand the overall risk exposure of the project and how it is evolving over time. Overall risk exposure is the combined effect of individual project risks along with other sources of uncertainty. Ideally, this exposure should be minimized to increase the probability of project success.
For example, if the Risk Report indicates that overall risk exposure is increasing, this insight can be combined with cost and schedule trends to justify the need for additional contingency.
Agreements – Contracts and SLAs define obligations and performance expectations for external parties. Agreements Provide a reference to judge vendor performance and its impact on overall project performance.
Enterprise Environmental Factors (EEFs) – Include organizational culture, infrastructure, regulations, and market conditions that affect performance. Give context for performance variances beyond the project team’s control. For example – Company-wide hiring freeze slows staffing; performance reporting references this EEF to explain resourcing delays.
Organizational Process Assets (OPAs)
Templates, reports, historical data, and guidelines support consistent performance measurement and reporting. OPAs Improve comparability to past projects and standardize how performance is presented. For example – You use a standard corporate dashboard template so executives can quickly interpret schedule and cost indices.
Now let’s explore the tools and techniques.
Expert Judgment is Used to interpret performance data, assess impacts, and choose appropriate actions. Expert judgement avoids purely mechanical responses; leverages experience to understand what the numbers really mean.
Data Analysis
Alternative Analysis – Compares different options to respond to performance issues (e.g., crash vs fast-track). For example – To recover schedule, you analyze alternatives: add weekend work vs reduce scope. You choose the option that minimizes cost impact.
Cost-Benefit Analysis – Weighs cost of a corrective or preventive action against expected benefits in performance.
For example – You evaluate hiring 2 extra contractors to regain 2 weeks; costs outweigh the business benefit, so you accept the delay.
Earned Value Analysis
Earned Value Analysis provides integrated scope, schedule, and cost performance metrics such as CPI, SPI, ETC, and EAC.
When evaluating project performance, it is important to assess these three dimensions together. Looking at them in isolation can lead to inaccurate conclusions. For example, a project may appear to be on schedule, but this could be achieved by using additional resources, resulting in higher costs. In such a case, while schedule performance is good, cost performance is poor—meaning the overall project performance is not satisfactory.
This is why we need an integrated view of scope, schedule, and cost performance, which is achieved through Earned Value Management (EVM).
Variance Analysis – Compares actual vs planned performance quantitatively.
Example
You calculate that you are 12% behind schedule and 8% over cost, and use this to prioritize which dimension to address first.
Trend Analysis
Examines performance over time to see patterns.
Example
Velocity steadily declines over 5 sprints, indicating a systemic problem (e.g., technical debt) rather than a single bad sprint.
Root Cause Analysis
Root Cause Analysis helps identify the underlying reasons for performance variances and abnormal trends identified using forecast analysis. The Monitor and Control Project Performance process is not just about identifying variances, but also about analyzing them to determine their root causes.
For example, if the project is behind schedule, that is the variance. Upon further analysis, you may discover that some team members lack the required skills, leading to slower progress and schedule delays.
Identifying the root cause enables us to address the actual problem, not just the symptoms. To implement corrective actions, we raise change requests and update relevant components of the Project Management Plan. These approved changes are then implemented to resolve the issue and improve project performance.
Decision-Making (e.g., Voting)
Used by the project team and governance bodies to choose among performance management options. For example – Steering committee votes on whether to reduce scope, extend schedule, or add budget in response to severe cost/schedule variance.
Meetings
Provide a forum to review performance information, discuss causes, and agree on actions. Meetings help turn data into decisions and ensure alignment among team and stakeholders.
Project Dashboards / Visual Controls / Information Radiators
They Display performance information visually and continuously. This Increase transparency and make trends visible at a glance.
Now let’s talk about the outputs.
We have already covered Work performance reports.
Change Requests – Formal proposals to modify baselines, plans, or processes when performance issues require changes. For example – A change request proposes extending the project by one month and adding budget to recover from cumulative schedule delay.
Project Management Plan Updates (Any Component)
When monitoring shows that the existing plan is unrealistic or ineffective, components must be updated. This step keeps the plan aligned with reality and lessons learned, improving future performance.
Project Document Updates
Performance monitoring changes the status of risks, issues, forecasts, assumptions, lessons learned etc., so documents must be kept current.
With that, we have completed the Monitor and Control Project Performance process. I hope you now have a clear understanding of its inputs, tools and techniques, and outputs.
