Summary

We reviewed the two process groups in the PMBOK for monitoring and controlling project execution. The first process group, Directing and Managing Project Execution, consists of performing work as specified in the project management plan. The second process group, Monitoring and Controlling Project Work, involves observing project execution and measuring project performance to identify issues in a timely manner and take corrective action as needed.

We explored the two types of variance that can occur on a project: common cause variance and special cause variance. Common cause variance is normal part of every project and requires no corrective action. Special cause variance, on the other hand, indicates something out of the ordinary that must be monitored and corrected.

We described the four dimensions of a project that must be monitored and controlled: scope, cost, schedule, and quality. These dimensions are interrelated, so changing one affects the others. We discussed an Agile approach for managing project scope that involves incremental and iterative development and a change control process that allows changes to scope only between iterations. We described a technique for consistently delivering on time and on budget by holding to a fixed cost and schedule and adjusting project scope as needed.

We described the difference between quality assurance and quality control, and we explored how to implement both by using Visual Studio Team System. Quality assurance is the use of tools and methods to avoid defects, whereas quality control involves detecting defects that require corrective action.

We discussed methods for monitoring and controlling risk by using MSF and Visual Studio Team System. Risk mitigation involves taking actions to prevent a risk from occurring, whereas risk contingencies specify the actions to be taken after a risk occurs.

We discussed techniques for using Visual Studio Team System to manage a virtual team. And on a related note, we explored ways to use Visual Studio Team System to manage vendors who are working on the project.

Finally, we explored a case study in which MSF reports were used to create an Information Radiator, which displays at a glance project-related information in a public area so people both inside and outside the team can see how the project is going at any time.