2 management - School of International Business and ...

223 Project Management
The project manager is responsible for project monitoring and control. He is supported by his proj-
ect segment managers. Robust planning is always a prerequisite for monitoring and controlling
a project. An actual-to-plan comparison cannot be carried out if there are no plan values (target
data). Project planning is never a goal in itself, but rather an unavoidable basis for controlling a
project. One carries out control and monitoring on the basis of a realistic plan in order to ensure
that a project deals within the framework of the planned tasks (see the project contract), and that
it can be successfully completed. The monitoring and control activities are tied into a so-called
project management cycle with project planning and project implementation. Fig. 30 shows the
mutual influences and interdependencies.
The following cycle is run:
– Project planning delivers plan values for project implementation.
– The actual values are captured over the project's progress, and compared with plan valu-
es in the context of project monitoring.
– If deviations from the plan values are discovered in the context of project control, measu-
res are taken in project implementation in order to counteract these deviations.
– If necessary, the deviations which have been discovered are considered on the project
planning level and worked into the plan values, which are then updated.
The monitoring and control activities are carried out by the project manager, the project segment
managers and the team members, in order to counteract deviations from the plans.
Figure 29 | The project management cycle