Advanced Monitoring and Evaluation of Projects

S-curve monitoring system design is addressed within Day 3, examining how S-curves are developed from project baselines to provide visual performance tracking of cumulative cost and progress against planned values. Delegates develop the monitoring system design capability to produce S-curves that are genuinely informative management tools — enabling early identification of schedule and cost deviations and supporting the kind of timely intervention that prevents manageable variances from becoming unrecoverable project crises.  

KPI selection is addressed within Day 4 as part of the project control system setup, examining how KPIs are selected to provide meaningful, decision-relevant performance visibility rather than generating data without facilitating action. Delegates develop the KPI design discipline to choose indicators that measure what matters connected to project objectives, scope, schedule, cost, and quality dimensions — rather than defaulting to easily measured metrics that may not reflect actual project health.  

Project auditing is addressed within Day 3 as a monitoring discipline that provides independent verification of project performance and governance compliance beyond what routine reporting delivers. Delegates develop the understanding of what project audits involve, when they add most value, and how audit findings are used to improve project control and governance — recognising that well-conducted project audits protect project sponsors and stakeholders rather than creating administrative burden for project teams.  

EVM is the focus of Day 4's performance measurement content, covering how earned value is calculated, what the key EVM metrics Schedule Variance, Cost Variance, Schedule Performance Index, and Cost Performance Index reveal about project performance, and how EVM data is used to review project achievements, produce progress reports, and forecast project completion performance. Delegates develop the EVM literacy to use it as a genuine project management decision tool rather than a compliance reporting mechanism.  

Risk management and change control are addressed within Day 3, covering the risk management processes, tools, and techniques that identify and respond to project risks proactively, and how change control systems are designed to manage scope, schedule, and cost changes formally throughout project execution. Delegates develop the risk and change control discipline to maintain baseline integrity while managing the inevitable changes and risks that project execution generates — a balance that project controls professionals must strike on every project.  

Project handover to operations is addressed within Day 4 as a control discipline because inadequate handover creates operational risk and erodes the value that the project was designed to deliver. Delegates develop the handover planning and control understanding to ensure that completed projects are transferred to operating teams with the documentation, training, and operational readiness that allows the project's intended benefits to be realised rather than undermined by a poorly managed transition from delivery to operation.