1. Why Monitoring & Controlling matters

In this process group, the project manager constantly compares the approved plan (baseline) with the current reality to detect deviations early and correct them in time. Without monitoring and controlling, a project can be busy every day yet drift far away from its original goal.

Key aspects to keep under control include:

• Schedule: Is the work progressing according to the agreed timeline?
• Cost: Is the spending still in line with the budget?
• Quality: Is the work being done to the required standard?
• Risk: Are potential problems identified and managed?
• Change: Are changes controlled or are they happening chaotically?

2. Measuring schedule, output and quality against the baseline

The baseline is your “reference line” for scope, schedule and cost. Monitoring means continuously asking: “Where are we now compared to the plan?”

Everyday example: Building a gate

Imagine you agree with a small contractor that:

• The gate will be done in 7 days.
• The expected cost is 15 million VND.
• Materials: steel frame, powder coating, simple decorations.

After 4 days you inspect the work and see:

• The frame is welded but the panels are not installed yet.
• No grinding, finishing or painting has been done.
• The overall progress is only around 20–30%.

This clearly shows the project is behind schedule. Without timely action (discussing with the contractor, adjusting manpower, revising the plan), you may miss the promised completion date.

3. Controlling cost with Earned Value Management (EVM)

Earned Value Management (EVM) is a method to evaluate if the cost you have spent is reasonable compared to the value of the work completed.

EVM helps you answer three core questions:

• How much work has been completed?
• How much money has been spent?
• Is the money spent “worth” the completed work?

Example: Tiling the floor of a kiosk

You make a deal with a tiler:

• Lump-sum price: 10 million VND.
• Duration: 2 days.

After 1 day you check the site:

• Only about 50% of the floor area is tiled.
• But you have already paid the worker 8 million VND.

Here, the value of work done (50%) is not aligned with the money paid (80%). You are effectively paying ahead, which is risky if the worker slows down or walks away.

4. Monitoring risks and activating responses

In real life, risks are everywhere: weather, material prices, labor, regulations and so on. Monitoring risk means always asking: “If something goes wrong, what will we do?”

Example: Building a small shop and facing heavy rain

Possible risks include:

• Continuous rain that makes concrete pouring impossible.
• Delayed delivery of steel or bricks.
• The key worker suddenly quits.

Potential responses could be:

• Installing covers and rearranging tasks (do indoor work first, outdoor work later).
• Having alternative suppliers ready, not relying on just one source.
• Keeping a list of backup workers or teams to increase manpower when needed.

5. Applying change control

Change is almost guaranteed in any project. The key question is not whether changes will happen but whether they are controlled.

Example: A gate project with extra requests

Initially, the homeowner only orders:

• One steel gate with simple decorations.

Later, they add new requests:

• Install decorative lighting.
• Use special “wood effect” coating.
• Add a glass canopy above the gate.

If these changes are not clearly documented, priced and scheduled, the contractor may work more while the owner thinks it is “included in the original quote”. At the end, they easily argue about “Why are you charging extra?”

A proper Change Control process ensures that every change is:

• Recorded in writing.
• Assessed in terms of additional cost, time and resources.
• Approved by the owner before execution.

6. Reporting to the owner and stakeholders

Reporting is not for “paperwork only”. It makes information transparent and traceable among all parties: the owner, contractor, consultants and supervisors.

A solid monitoring report often answers:

• Schedule: Where are we now? Ahead or behind the plan?
• Cost: How much have we spent? How does it compare to the budget?
• Quality: Any items that need rework?
• Risk: Any incidents? How were they handled? Any remaining threats?
• Change: Any scope changes? Were they agreed with the owner?

7. The ultimate goal of Monitoring & Controlling

The Monitoring & Controlling process group aims to:

• Keep the project aligned with its original objectives.
• Prevent schedule slippage as much as possible.
• Prevent uncontrolled cost overrun – any extra cost is explained and agreed.
• Maintain quality – reduce rework and defects.
• Control scope – every change goes through a clear decision process.