Control should:
- review performance against baselines;
- evaluate the effect of actual performance on future plans;
- take action as required to achieve planning targets or agree revised targets.
| Indicators | Level 2 attributes |
All functions of a project, programme or portfolio must be controlled. The key difference between level 2 and level 3 capability is the degree to which data from the functions is combined to provide a more integrated approach. |
Monitor performance | Performance of key delivery functions is monitored (e.g. delivery schedule, scope and cost). Reports are prepared and communicated to relevant members of the management team. | |
Assess performance | Performance is assessed on a function by function basis (e.g. Gantt based slip charts for schedule impact). | |
Corrective action | Corrective action is taken on a function by function basis with escalation being ad-hoc. | |
| ||
Indicators | Level 3 attributes | |
Monitor performance | Performance of all delivery functions is monitored (e.g. communications, consideration of change requests etc.). Integrated reports are prepared and communicated to relevant members of the management team. | |
Assess performance | Performance is assessed on an integrated basis (e.g. earned value analysis combining schedule and cost). | |
Corrective action | Corrective action is taken on an integrated basis with escalation being based on tolerances and clear escalation procedures. Exception plans are formally assessed and authorised or the work terminated. | |
