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4.4.2.1 Expert Judgment

Expert judgment is used by the project management team to interpret the information provided by the monitor and control processes. The project manager, in collaboration with the team, determines the actions required to ensure that project performance matches expectations.

4.4.2.2 Analytical techniques

Analytical techniques are applied in project management to forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables. Examples of analytical techniques used in projects are:

· Regression analysis,

· Grouping methods,

· Causal analysis,

· Forecasting methods (e.g., time series, scenario building, simulation, etc.),

· Failure mode and effect analysis (FMEA),

· Fault tree analysis (FTA),

· Reserve analysis,

· Trend analysis,

· Earned value management, and

· Variance analysis.

4.4.2.3 Project Management Information System

The project management information system, which is part of enterprise environmental factors, provides access to automated tools, such as scheduling, cost, and resourcing tools, performance indicators, databases, project records, and financials used during the Monitor and Control Project Work process.

4.4.2.4 Meetings

Described in Section 4.3.2.3. Meetings may be face-to-face, virtual, formal, or informal. They may include project team members, stakeholders, and others involved in or affected by the project. Types of meetings include, but are not limited to, user groups and review meetings.

4.4.3.1 change requests

As a result of comparing planned results to actual results, change requests may be issued to expand, adjust, or reduce project scope, product scope, or quality requirements and schedule or cost baselines. Change requests may necessitate the collection and documentation of new requirements. Changes can impact the project management plan, project documents, or product deliverables. Changes that meet the project’s change control criteria should go through the integrated change control process established for the project. Changes may include, but are not limited to, the following:

· corrective action—An intentional activity that realigns the performance of the project work with the project management plan;

· Preventive action—An intentional activity that ensures the future performance of the project work is aligned with the project management plan; and

· defect repair—An intentional activity to modify a nonconforming product or product component.

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4.4.3.2 Work Performance reports

Work performance reports are the physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, actions, or awareness. Project information may be communicated verbally from person to person. However, in order to record, store, and sometimes distribute work performance information, a physical or electronic representation in the form of project documents is required. Work performance reports are a subset of project documents, which are intended to create awareness and generate decisions or actions. Specific work performance metrics may be defined at the start of the project and included in the normal work performance reports provided to key stakeholders.

Examples of work performance reports include status reports, memos, justifications, information notes, recommendations, and updates.

4.4.3.3 Project Management Plan updates

Changes identified during the Monitor and Control Project Work process may affect the overall project management plan. These changes, after being processed through the appropriate change control process can lead to project management plan updates. Project management plan elements that may be updated include, but are not limited to:

· Scope management plan (Section 5.1.3.1),

· Requirements management plan (Section 5.1.3.2),

· Schedule management plan (Section 6.1.3.1),

· Cost management plan (Section 7.1.3.1),

· Quality management plan (Section 8.1.3.1),

· Scope baseline (Section 5.4.3.1),

· Schedule baseline (Section 6.6.3.1), and

· Cost baseline (Section 7.3.3.1).

Project documents that may be updated include, but are not limited to:

· Schedule and cost forecasts,

· Work performance reports, and

· Issue log.