Monitoring, Controlling, and Closing
Monitoring, Controlling, and Closing
This domain tests performance measurement, integrated change control, acceptance, and orderly closure. Expect questions on variance thresholds, corrective action, contract closure, and benefits handover.
Core rules
- Monitoring compares actual performance with the plan; controlling takes corrective or preventive action and manages changes.
- Variance thresholds define when a deviation must be escalated. A variance inside threshold may be monitored; one outside threshold requires analysis and a decision.
- Integrated change control evaluates change requests against all baselines and communicates decisions. Approved changes update the plan and baselines.
- Closing includes final product acceptance, transition to operations, contract closure, resource release, archive, final report, and lessons learned.
- Benefits usually transfer to an operational owner; project closure does not guarantee benefits realization.
Worked example
A project meets its final scope but a supplier contract remains open with a disputed invoice. The project manager cannot declare full closure until the procurement is closed, the claim is settled, and final acceptance is recorded. Reasoning: closing a project requires administrative and contract closure, not just delivery of the product.
Traps that cost marks
- Closing without formal acceptance of deliverables.
- Skipping lessons learned and archive, losing organizational knowledge.
- Releasing the team before transition and support are confirmed.
- Reporting variances without analyzing cause or taking action.