What is it? It is collection of attitudes – a mindset – combined with a toolset of methods and techniques that can be used to establish the status of an initiative, form a prognosis about likely outcomes, and determine management actions in response to this information. The approach is particularly valuable when organisational project practices (or the team itself) don’t have well-established performance metrics.

What it is not? Monitoring and control is not a passive observation process, nor is it a ‘policing’ function with onerous demands on the project manager to ‘produce more data’. Rather than simply focused on collecting detailed historical performance, it focuses on steering projects towards future success.

What’s different afterwards? A strong evidence-based model for predicting future outcomes and adjusting management and process behaviours.