The HBR Guides Collection (8 Books) (HBR Guide Series)

127

Chapter 16

Monitoring and

Controlling Your

Project

by Ray Sheen

Unlike processes—where the same people repeatedly

perform the same activities—projects often involve

unique activities (such as using new technologies, build-

ing new buildings, or writing new software) carried out

by individuals who may be working together for the

fi rst time. So as a project leader, you’ll need to actively

monitor progress to fi gure out whether your plan is really

bringing the team closer to its objectives.

When monitoring and controlling a project, you’ll fol-

low fi ve basic steps:

1. Track project activities

It’s important to check in with team members regularly

to make sure they’re completing their tasks and meet-

ing quality standards. You can do this most effectively ...