Dinsmore and Cabanis-Brewin (2006) state that the monitoring and control process must start with a project control system. The system sets up procedures and criteria for collecting data, establishing and tracking milestones, and determining what metrics will be applied. As the project progresses, cost and performance data will be collected and evaluated in comparison to the baseline.
Tasks have for a long time been viewed as the basic building blocks of any business process and the project management. The whole difference is created in the network of these tasks. The business processes need to address the requirements of the customers appropriately fully and the network processes at the same time are very critical in satisfying the individual users’ requirements. Business processes can be viewed as a structured network with measurable tasks to generate outputs that are repeatable. Even though there are several requests to meet the needs of the users, by effectively introducing the similarities in the mask patterns, the processes can be effectively carried out by adequately establishing the habits. In project management, the tasks are aligned, and they are network specific to the relevant customers.
In the execution process for these projects, there are possibilities of encountering unexpected events and the emphasis on management helps in coordinating the workflow to accommodate such changes in the workplace. In the process of monitoring, the managers are interested in tracking the resource commitment and the information that is available for use. The control process which results from oversight of the projects usually involves a re-planning of the current as well as the future tasks. In a workflow system, there are procedures which are necessary for the performance of the standardized as well as the following rules. When each of these tasks is completed effectively than they automatically lead to the next level of performance. A basic model which is common sees into it that the projects and the businesses and the processes to communicate amidst themselves. The internal control layer is regarded as the clear link which bonds the workflow and the project management software at the same time. The object mapper layers provide for the execution of the algorithms. The object mapper offers for access to the information which is stored in the database and entered through the different interfaces. An advantage of applying workflow technology is that it accumulates old data learning.
In many projects, the main participants are crafts and artisanal structure. Most projects in this company require that there is serious coordination of the different companies. The traditional view has it that the management installation site entirely depends on the competencies of the individuals and leaders who are so much responsibility with the tasks that they do. Digitization is the best approach to handle these many cases of complex situations that come up in these various companies. They create a favorable environment and opportunities to implement the real-time event management system fully (Dallasega, 2018). A perfect example of digitization in these industries is the building information modeling (BIM) which provides the standards of the construction and the design process. The off-site fabrication elements are in most cases not synchronized, and it leads to inefficient supplies of the stocks (Dallasega, 2018). Pitching, on the other hand, gives room for real-time progress and increase the demand for predictability.
The managers need to see into it that the goods and services are delivered to the customers promptly, and they should be out to meet the expectations of the customers for better quality services and satisfaction. The managers need to understand the importance of monitoring and control correctly (Ng, J. J., 2018). The use of IT is very fundamental and beneficial in areas such as in-service acceptance, Helpdesk environment, and other relevant areas. Having the right tools in place is significant in project management and a measure and analysis of the projects as well as the performance at regular intervals. In the long run, this will ensure that there is better user satisfaction (Shih, H. M., & Tseng, M. M., 1996). The information on any step in the development process should be effectively communicated promptly so that all the team members can work collectively towards a common goal.
Dinsmore, P. C., & Cabanis-Brewin, J. (2006). The AMA handbook of project management. New York: AMACOM.
Shih, H. M., & Tseng, M. M. (1996). Workflow technology-based monitoring and control for business process and project management. International Journal of Project Management, 14(6), 373-378. doi:10.1016/0263-7863(96)00026-9
Ng, J. J. (2018). Statistical process control chart as a project management tool. IEEE Engineering Management Review, 46(2), 26-28. doi:10.1109/EMR.2018.2834379
Dallasega, P., Rauch, E., & Frosolini, M. (2018). A lean approach for real-time planning and monitoring in engineer-to-order construction projects. Buildings, 8(3), 38. doi:10.3390/buildings8030038