ABSTRACT
Slack, Chambers and Johnston (2004, p. 771) define control as ‘the process of monitoring operations activity and coping with any deviations from the plan; usually involves elements of replanning’. It is the process of coping with changes that affect plans. Control may mean a plan is revised or it may require intervention in the project to bring it back on track. The nature of control is described by Beniger (1986), who identified two complementary activities:
1. Information processing: this is necessary for all planning. When it is goal-directed, it allows the continual comparison of an organization’s stated goals against reality.
2. Reciprocal communication, or feedback: there must be a constant interchange between the controller and the areas being controlled.
