A PMI Approved Training Course
Advanced Monitoring and Evaluation of Projects
Delivering Confident Performance Levels for your Projects
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The Advanced Monitoring and Evaluation of Projects Course gives project managers, project controls professionals, and team leaders a comprehensive, structured framework for designing and applying rigorous project monitoring, evaluation, and control systems covering project fundamentals, planning for control, risk management, S-curve monitoring, Earned Value Management, KPI selection, project reporting, and the leadership and team management disciplines that sustain project performance through to closure.
Monitoring and evaluation are where project management theory is tested by reality. A project plan that cannot be tracked, measured, and controlled is not a management tool it is a document. This course develops the discipline to design monitoring and control systems that provide genuine performance visibility, enable timely intervention, and produce credible progress reports that support effective decision-making at every level.
This course covers every dimension of project monitoring and evaluation excellence from scope definition and baseline development through risk management, S-curve design, change control, EVM implementation, KPI selection, and project reporting, to the leadership, negotiation, conflict management, and lessons learned disciplines that bring projects to a successful close.
The Advanced Monitoring and Evaluation of Projects Course is built for project professionals who want to move beyond project delivery fundamentals and develop the advanced monitoring, evaluation, and control capability that consistently successful project management demands.
The Advanced Monitoring and Evaluation of Projects Course is designed to develop comprehensive project monitoring, evaluation, and control capability from project fundamentals and planning through risk management, performance measurement, reporting, and project closure.
By the end of this course, participants will be able to:
The Advanced Monitoring and Evaluation of Projects Course is designed for project managers, project controls professionals, planning engineers, and project team leaders who want to develop or strengthen their monitoring, evaluation, and project control capability across the full project lifecycle.
This course is suitable for:
The Advanced Monitoring and Evaluation of Projects Course is delivered through a structured, control-focused learning approach that moves from project fundamentals and planning through risk management, monitoring system design, EVM implementation, reporting, and project closure. Each day builds directly on the previous, ensuring delegates develop an integrated understanding of how planning disciplines, baseline management, risk management, and EVM work together as a complete project control system.
Practical planning discussions, S-curve design sessions, EVM application exercises, KPI development sessions, and leadership discussions are integrated throughout, ensuring delegates connect monitoring and evaluation frameworks to the real project control challenges they face in their organisations.
Delivery methods include:
AZTech is an official PMI Authorized Training Partner (ATP). All applicable project management courses are pre-approved by the Project Management Institute, allowing participants to earn the necessary PDUs and Contact Hours for certification and recertification.
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Common questions about our training courses
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.
