Monitoring a project involves collecting data that best represent the progress being made on that project. Read the following scenario and analyze the information provided so far on this project. Consider what type of data Martina might need to determine if the project is progressing according to plan.

Martina is the project manager of the project to train all the new workers for the new Boeing plant that builds the 787 Dreamliner. The project scope includes the screening of potential workers, the development of a training plan, the training of new workers at a rate of 20 workers per module, and the testing of the new workers after training to ensure that they meet FAA guidelines. The project budget includes the purchase of equipment for training, staff for developing the training, and additional staff to deliver the training. The project budget is $1 million, and the training must be complete within 12 months. Martina must determine what information she needs to gather in order to find out and monitor if the project is on plan.

1. Based on the analysis of the scenario, explain what kind of information Martina should gather to monitor the progress of the project.

2. Justify why this information is important to ensure that the project is progressing successfully.

Think about change, particularly as we conduct business. Think about all the times we change our minds, not to mention all the times our minds are changed for us. The monitoring and controlling in project management relates and delineates these changes for us. As project managers we have the responsibility to anticipate changes from internal as well as external project stakeholders.

3. Why do we resist change and not encourage it?

4. Why is it difficult for leaders in organizations to predict change?

5. Why do project managers not want to deal with change?

References:

Meredith, J. &, Shafer, S. (2021).Project management in practice(7th ed.). John Wiley & Sons.

Section 7.1, "The Plan-Monitor-Control Cycle" (pp. 236-238)

Section 7.2, "Data Collection and Reporting" (pp. 238-242)

Section 7.4, "Project Control" (pp. 249-251)

Section 7.5, "Designing the Control System" (pp. 252-257)

Section 7.6, "Scope Creep and Change Control" (pp. 257-258)

Project Management Institute. (2017).A guide to the project management body of knowledge(PMBOK guide) (6th ed.). Newtown Square, PA: Author.

Chapter 4.3, "Direct and Manage Project Work" (pp. 39-41)

Chapter 4.4, "Monitor and Control Project Work" (pp. 43-45)

Chapter 4.5, "Perform Integrated Change Control" (pp. 45-48)

Crawford, L., & Nahmias, A. H. (2010). Competencies for managing changeLinks to an external site..International Journal of Project Management, 28(4), 405-412.

Sharma, R. (2013).The monitoring & controlling process group: A definitionLinks to an external site.. Retrieved from http://www.brighthubpm.com/project-planning/1675-looking-at-project-monitor-and-control/