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Unit 5: Software Project Planning
with a continuous flow of information throughout the course of the project to make it possible Notes
to take the right decisions. Monitoring is limited to the relation between the implementation
of the activities and the results, in which the results are directly and only determined by the
project activities.
Project Monitoring is carried out on behalf of a range of alternative client types including, for
example:
• A funding institution, which will acquire the scheme as an investment upon completion.
• A tenant or purchaser which enters into a commitment to lease or purchase a property
upon completion.
• A Bank or other development finance company where a loan matures at the end of the
development period.
• Grant funders; or
• Private finance initiative funders and end users.
Although the risk profile of each of these client groups differ, in each case the development
will be designed, constructed and supervised by a Developer who will employ a design and
construction team. The appointment of a Project Monitor does not replace any of these primary
functions, but protects the client’s interests by monitoring the performance of the Developer
and its team.
The Project Monitor’s role is one of investigator and advisor to the Client. The Project Monitor is
not there as a project manager or director and does not take away any of the responsibilities the
Developer, and/or its design and construction team, has under funding or other development
agreements. The Project Monitor is there to advise the Client on the risks associated with a
development and protect the Client’s interests in the development as it proceeds.
If the Client chooses to act on this advice then he or she will endeavour to reach agreement with
the Developer separately. Essentially, it is for the Client to decide upon the level of acceptable
risk and if appropriate, take executive action. By being proactive and providing accurate and
timely advice the Project Monitor is able to improve the Client’s decision making competency.
The Project Monitor provides an independent and impartial assessment of the project as it
progresses and in so doing gives the Client a managing tool for risk and for protecting his or
her interests objectively.
It is recommended that Project Monitor is proactive rather than reactive, and act as an early
warning system for the Client by anticipating potential issues which may affect the delivery
of the project. In so doing the Project Monitor can also add value to the Developer’s team for
example, being proactive will keep the Client abreast of material changes to the development
or emerging risks and facilitate informed and improved decision making.
Typically a Project Monitor will advise upon:
• Land and property acquisition matters.
• Statutory consents.
• Competency of the Developer, its team and any proposed project management systems.
• Financial appraisals.
• Development, finance, consultancy and construction agreements.
• Construction costs and programs.
• Design and construction quality.
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