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Monitoring and controlling program execution

The following article is a sample from the full BVOP™ Ultimate Guide and is part of the preparation for the BVOP™'s modern Agile Certified Project Manager Program.

Monitoring and controlling a program execution may need the following activities:

  • Identifying deviations from initial planning
  • Prevention of current and potential issues
  • Controlling costs
  • Teams management
  • Teams motivation
  • Risk observation
  • Change management
  • External parties management

Identifying deviations from initial planning

Milestones, estimated costs, quality expectations, and other initial planning may deviate from the original plans over time. The Business Value-Oriented Program Management (BVOPGM) office needs to identify all deviations that occur in the projects throughout the entire program.

Project management roles are actively involved in project deviations identification.

Prevention of current and potential issues

Prevention of existing and potential issues is an important activity related to eliminating waste. 

Key factors for the prevention of current and potential issues may be the regular discussion of project risks, high communication activity, team responsibility, and stakeholders involvement.

Controlling costs

Programs and projects may be tied to estimated budgets. Expenses that do not add business value to the projects are identified, discussed, and their potential reduction may be planned and executed.

Teams management

During program realizations, project teams may face different difficulties like:

  • Personal conflicts
  • Team members leaving the organization or the project
  • Organizational issues impacting teams
  • Team members initiating disruptive actions
  • Communications issues
  • Environmental or technical issues
  • Inadequate or insufficient information 

Team behavior, work, communication, productivity, ethics, and interactions need to be monitored and controlled, and current or forthcoming issues need to be resolved.

Teams motivation

Teams may face drops in motivation based on different factors. The BVOPGM and BVOPM office representatives need to track fluctuations in motivation and take action. These activities may need to be accomplished with the assistance of the Business Value-Oriented People Management (BVOPPM) office.

Risk observation

The entire program risk and the risks of all projects need constant observation. Early symptoms of risks are monitored and discussed. The potential risk needs to be prevented with the assistance of the BVOPGM and BVOPM offices, and the key roles of each project team.

Change management

Program and projects needs, scope, and requirements usually evolve with time, based on different factors like:

  • Changed organizational needs
  • Changed business needs
  • Changes in organizational members, stakeholders, and other internal and external parties
  • Changed authorities regulations
  • Changes in markets and competitors
  • Changes in users needs, behavior and expectations
  • Technical feasibility
  • Project team members skills
  • Obsolete and unnecessary requirements
  • Previously incorrectly defined requirements
  • Defects occurred in realization stages

The BVOPGM office needs to have a clear picture of all factors that may cause potential changes. Corrections in scope, requirements, configurations of teams, planned resources, schedule, and realizations sets need to be applied at the early stages.

All required changes in projects need to be analyzed, discussed, and assessed against the validity and real needs. Identified changes in scope, requirements, and estimates are documented, prioritized, and planned for realization if they are assessed as valid and needed.

All involved and interested parties in the projects are informed about the changes and updated planning.

External parties management

External parties that are not part of the organization involved in the program may need to receive frequent information about milestones and general realization of projects, financial status, or need to be able to provide information, assistance, or feedback.

Agreements, contracts, services, and different events may be important for fast and reliable realization of projects.

Monitoring and Controlling Program Execution, Controlling costs, Teams management, Risk observation.
BVOP Community Reviews
  1. Luciana González, BVOP Certified Project Manager

    Let us remind our readers that Monitoring and Controlling do not mean micro-management, pressing people to work extraordinary or stressing. The misunderstanding of this terminology causes problems in many teams. Stress, over-control of day-to-day developer work, and labor-intensive work lead to defects, errors, and lack of productivity.

    Read carefully the Monitoring and Controlling activities in the opening paragraphs. Identifying, preventing problems, controlling costs, motivating the teams. These are all activities that are opposed to the negative micro-management practices of many project managers.

    Please note that the management of the external participants in the project is also part of the monitoring and controlling activities of BVOP project management. Managing risk is also very important because the managed risk is a risk avoided.

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