CPIT APM: Monitoring and Control study guide

Domain 4: Monitoring and Control

This domain tests how you measure performance against baselines, interpret variances, control changes, and verify that deliverables meet requirements. Expect earned value calculations, control-chart and root-cause interpretation, and questions about integrated change control and configuration management.

Core rules and concepts

Baselines are approved versions of scope, schedule, and cost. Performance is measured against baselines, not against the latest informal plan.
Earned value management uses planned value (PV), earned value (EV), and actual cost (AC). Cost variance CV = EV - AC; schedule variance SV = EV - PV. CPI = EV / AC; SPI = EV / PV.
A positive CV or SV is favorable; a negative value is unfavorable. CPI below 1 means spending more than planned for work performed. SPI below 1 means less work performed than planned for the time elapsed.
Forecasts: EAC = BAC / CPI when current cost performance is expected to continue; ETC = EAC - AC; VAC = BAC - EAC. TCPI = (BAC - EV) / (BAC - AC) shows the cost performance needed to finish within budget.
Integrated change control evaluates every change for impact on scope, schedule, cost, quality, risk, and benefits, then approves, rejects, or defers it. Approved changes update baselines and plans.
Configuration management controls versions of deliverables and documents so that only approved versions are used.
Quality control uses inspection, cause-and-effect diagrams, control charts, Pareto charts, and statistical sampling to find defects and special-cause variation.
Risk monitoring checks whether assumptions remain valid, whether responses are working, and whether new risks have appeared. Risk audits and reserve analysis are typical tools.

Worked example

A project has BAC = 200,000, PV = 100,000, EV = 80,000, and AC = 90,000 at the status date. CV = 80,000 - 90,000 = -10,000, so the project is over budget. SV = 80,000 - 100,000 = -20,000, so it is behind schedule in value terms. CPI = 0.89 and SPI = 0.80. If current cost performance continues, EAC = 200,000 / 0.89 = 224,719, so VAC = -24,719. The project manager should not simply report '80% done'; they should investigate the causes, forecast completion, and route any corrective scope or schedule change through change control.

Traps that cost marks

Reversing CPI as AC / EV or SV as PV - EV, which flips the sign and meaning.
Treating a favorable cost variance as proof of good performance without checking quality or scope.
Using percent of time elapsed as percent complete instead of earned value.
Approving changes without updating baselines, plans, and configuration records.
Confusing quality assurance (process) with quality control (product inspection).
Ignoring risk triggers and reserve depletion until the risk occurs.

Project Closure and Stakeholder Communication

Domain 5: Project Closure and Stakeholder Communication

This domain tests how a project ends in a controlled way and how communication sustains stakeholder support from initiation through closure. Questions cover deliverable acceptance, transition, contract closure, lessons learned, final reporting, resource release, and communication planning tailored to stakeholder needs.

Core rules and concepts

Closure begins with verification that deliverables meet acceptance criteria. Formal acceptance should be documented by the authorized customer or sponsor.
Transition moves the product, service, or result into operations or the next phase. Include training, support handover, warranty terms, and operational readiness checks.
Administrative closure archives project records, updates the lessons-learned repository, and prepares the final project report comparing actual scope, schedule, cost, quality, and benefits with baselines.
Procurement closure confirms that all seller deliverables are accepted, claims are settled, and contracts are formally closed. Unresolved claims can prevent full closure.
Resource release returns team members and equipment according to the plan and recognizes contributions. Release too early and transition fails; release too late and costs continue.
Lessons learned should be captured throughout the project, not only at the end, and must be shared so future projects benefit.
Communication planning analyzes stakeholders by interest, influence, and impact, then sets message, channel, frequency, format, and owner. Interactive communication suits complex or sensitive issues; push suits broad updates; pull suits reference material.
Closure communication tells stakeholders what was delivered, what was not, how to get support, and what happens next. It should be honest about variances and benefits.

Worked example

A project is cancelled after a business unit changes strategy. The project manager does not simply stop work. They verify which deliverables are complete and accepted, document the cancellation reason and remaining scope, close or renegotiate open contracts, release team members with notice, archive records, capture lessons learned about why the business case changed, and communicate to sponsors, users, and sellers what will happen to partial outputs and support. The final report records actual cost and schedule against baseline and states that planned benefits will not be realized. This controlled closure protects the organization from unresolved obligations and preserves stakeholder trust.

Traps that cost marks

Closing without formal acceptance or signing off incomplete deliverables as complete.
Holding lessons learned until the final meeting and never sharing them.
Forgetting contract closure and leaving open purchase orders or claims.
Announcing project closure before transition, training, and support are in place.
Using one communication channel for every stakeholder regardless of influence or information need.
Treating stakeholder engagement as a one-time communication event rather than an ongoing process.