The monitoring and controlling activities need to be done for whole project life cycle. This is required to keep an eye on variances and deviations, like in case of closing project PM will ensure that all deliverables are as per requirements. Same way at the time of Initiation at the time of identification of stakeholder, PM will keep an eye so that they shouldn't miss any important stakeholder.

Regards

Indu Sharma

This starts with the Charter to make certain that you stay within the scope of work outlined in the Business Case, Project Statement of Work, and the high level scope of work in the charter. You never stop M&C throughout the project.

Yes, from the beginning you continually scan and think about the project. As you work with the Sponsor to develop the charter, you monitor the logic/feasibility of it. As you ID stakeholders, are they the right ones? Are any missing? What will they need from the team/project?

Is there a contract? We continually monitor to ensure it's in control all the way through closure. When we close out a project, we ensure we've collected all documentation, lessons learned, and dealt with any remaining problems. These are all examples of the Monitoring/Controlling Process Group.

Don't think of the processes in a sequence, think of them in a tool box. What drawer do you have Initiating Tools in? What drawer has the Closing Tools? Consider the tool box itself as the M/C processes. You use them throughout. The Process Groups are groups of processes that are available to you, not activities to be performed.