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The Project Management Process - Week 9 Performance Management

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How to monitor your project once it's underway. Is it going accoridng to plan?

How to monitor your project once it's underway. Is it going accoridng to plan?

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    The Project Management Process - Week 9   Performance Management The Project Management Process - Week 9 Performance Management Presentation Transcript

    • Project Management 9. Performance Management
    • Week 9
    • Performance management
      • Once you have selected a project
      • Once you have selected a project
      • And planned it
      • Once you have selected a project
      • And planned it
      • And hired the team
      • Once you have selected a project
      • And planned it
      • And hired the team
      • And started the work
      • Once you have selected a project
      • And planned it
      • And hired the team
      • And started the work
      • How do you stay on track?
      • How do you even know if you are progressing to plan?
      • Gray & Larson, 2006, Ch 13.
      • What is a Project Monitoring System
      • Examples of Progress Reports
      • What is the Project Control Process and why is it useful?
      • How do I Monitor Time Performance
      • The shortcomings of monitoring Systems
      • Earned Value Management – a silver bullet?
      • Integrated Cost/Schedule System
      • Project Baselines
      • What is a Project Monitoring System?
      • It involves determining what data to collect, how, when an who will collect the data; analysis of the data; and reporting progress
      Monitoring System Gather Analyse Report
      • You need to know what information is needed to satisfy you and your stakeholders.
      • Think about the Information System Structure
      • What data are collected?
    • current status of project (schedule and cost) remaining cost to compete project date that project will be complete potential problems to be addressed now out-of-control activities requiring intervention Cost and/or schedule overruns & their reasons Forecasting overruns at time of completion What data are collected?
      • Collecting data and analysis
      • who will collect project data?
      • how will data be collected?
      • when will the data be collected?
      • who will compile and analyze the data?
      • who will receive the reports?
      • how will the reports be transmitted?
      • when will the reports be distributed?
      Photo by germanium
      • What is a Project Monitoring System
      • Examples of Progress Reports
      • What is the Project Control Process and why is it useful?
      • How do I Monitor Time Performance
      • The shortcomings of monitoring Systems
      • Earned Value Management – a silver bullet?
      • Integrated Cost/Schedule System
      • Project Baselines
    • Progress Report Format
      • Progress since last report
      • Current status of project
        • Schedule
        • Cost
        • Scope
      • Problems and issues since last report
        • Actions and resolution of earlier problems
        • New variances and problems identified
      • Corrective action planned
    • How long should a project status report be?
    • 1 page
    • <example>
    • office.microsoft.com/en-us/templates/TC011417231033.aspx http://saulcarliner.home.att.net/idbusiness/statusreport.htm http://www.projectperfect.com.au/info_status_report.php More info www.ic.arizona.edu/~profcomm/writing/samples/stat_samp_s1.htm www.projectconnections.com/knowhow/subsets/sample-templates/StatusReports.doc
      • What is a Project Monitoring System
      • Examples of Progress Reports
      • What is the Project Control Process and why is it useful?
      • How do I Monitor Time Performance
      • The shortcomings of monitoring Systems
      • Earned Value Management – a silver bullet?
      • Integrated Cost/Schedule System
      • Project Baselines
      • Project Control Process
      • The process of comparing actual performance against plan to identify deviations, evaluate courses of action, and take appropriate corrective action
      Pensiero
      • Project Control Steps
      Set and baseline a plan Measuring progress and performance Comparing the plan to the facts Taking Action
      • What is a Project Monitoring System
      • Examples of Progress Reports
      • What is the Project Control Process and why is it useful?
      • How do I Monitor Time Performance
      • The shortcomings of monitoring Systems
      • Earned Value Management – a silver bullet?
      • Integrated Cost/Schedule System
      • Project Baselines
    • Monitoring Time Performance
    • Monitoring Time Performance
      • Tools used to catch negative variances from plan and communicate project schedule status:
    • Monitoring Time Performance
      • Tools used to catch negative variances from plan and communicate project schedule status:
      • Tracking and baseline Gantt charts
        • show expected, actual, and trend data for event duration performance
    • Figure 13.1 Baseline Gantt Chart (Gray & Larson, 2006, p414) Time A Gantt Chart
    • Monitoring Time Performance
      • Tools used to catch negative variances from plan and communicate project schedule status:
      • Tracking and baseline Gantt charts
        • show expected, actual, and trend data for event duration performance
      • Control charts
        • plot the difference in scheduled time on the critical path with the actual point on the critical path
    • Figure 13.2 Project Schedule Control Chart (Gray & Larson, 2006, p415) A Control Chart
      • What is a Project Monitoring System
      • Examples of Progress Reports
      • What is the Project Control Process and why is it useful?
      • How do I Monitor Time Performance
      • The shortcomings of monitoring Systems
      • Earned Value Management – a silver bullet?
      • Integrated Cost/Schedule System
      • Project Baselines
    • Monitoring Systems Disparities Picture by Pensiero
      • Time-Phase Baseline Plan
      Picture by Pensiero
      • Corrects the failure of most monitoring systems to connect a project’s actual performance to its schedule and forecast budget
      Picture by Pensiero
      • Systems that measure only cost variances do not identify resource and project cost problems associated with falling behind or progressing ahead of schedule
      Picture by Pensiero
      • Earned Value Cost/Schedule System
      • An integrated project management system based on the earned value concept that uses a time-phased budget baseline to compare actual and planned schedule and costs
      Picture by airgap
      • What is a Project Monitoring System
      • Examples of Progress Reports
      • What is the Project Control Process and why is it useful?
      • How do I Monitor Time Performance
      • The shortcomings of monitoring Systems
      • Earned Value Management – a silver bullet?
      • Integrated Cost/Schedule System
      • Project Baselines
    • Earned Value Management
      • What is Earned Value Management (EVM)?
      • What is Earned Value Management (EVM)?
      • A project performance measurement technique that integrates scope, time, and cost data.
      • What is Earned Value Management (EVM)?
      • A project performance measurement technique that integrates scope, time, and cost data.
      • Given a baseline (original plan plus approved changes), you can determine how well the project is meeting its goals.
      • You must enter actual information periodically to use EVM.
      • What is Earned Value Management (EVM)?
      • A project performance measurement technique that integrates scope, time, and cost data.
      • Given a baseline (original plan plus approved changes), you can determine how well the project is meeting its goals.
      • You must enter actual information periodically to use EVM.
    • Terms to learn PV AC EV Planned Value Actual Cost Earned Value CV Cost Variance SV Schedule Variance CPI Cost Performance Indicator SPI Schedule Performance Indicator
      • (Also called the budget)
      • This is that portion of the approved total cost estimate planned to be spent on an activity during a given period
      PV Planned Value
      • The total of direct and indirect costs incurred in finishing work on an activity during a given period
      AC Actual Cost
      • An estimate of the value of the physical work actually completed
      EV Earned Value
      • Earned value minus the actual cost. Shows the difference between the estimated cost of an activity and the actual cost of that activity
      TABLE 13.1 CV Cost Variance
      • Earned value minus the planned value. Shows the difference between the schedule completion of an activity and the actual completion of that activity
      TABLE 13.1 SV Schedule Variance
      • The ratio of earned value to actual cost and can be used to estimate the projected cost of completing the project.
      • If the CPI is equal to 1 or 100% then the planned and actual costs are equal, or the costs are as budgeted.
      • If the CPI is less than 1 or less than 100%, the project is over budget.
      • If the CPI is greater than 1 or more than 100%, the project is under budget
      CPI Cost Performance Indicator
      • The ratio of earned value to planned value and can be used to estimate the projected time to complete the project.
      • Similar to the CPI, an SPI of 1 or 100% means the project is on schedule.
      • If the SPI is greater than 1 or 100% then the project is ahead of schedule.
      • If the SPI is less than 1 or 100%, the project is behind schedule
      SPI Schedule Performance Indicator
    • Quick EVM quiz
      • What can we say if CPI > 1
      TABLE 13.1
    • Quick EVM quiz
      • What can we say if CPI > 1
      • If the CPI is greater than 1 or more than 100%, the project is under budget
    • Quick EVM quiz
      • What is EV minus AC?
    • Quick EVM quiz
      • What is EV minus AC?
      • EV – AC = SV
      • Earned Value (what was done)
      • Minus
      • Actual Cost (what has been paid)
      • =
      • Schedule Variance
    •  
    • Scenario Example
      • “ Purchasing & Installing Web Server”
      • Duration 1 week,
      • Budget $10,000.
      Scenario Example
      • “ Purchasing & Installing Web Server”
      • Duration 1 week, Budget $10,000.
        • PV – Planned Value – for that activity for that week = $10,000
        • AC – Actual Cost – suppose it actually took 2 weeks and cost $20,000. Assume $15,000 were incurred in week 1, and $5,000 in week 2. These costs are the actual costs for that activity each week
        • EV – Earned Value – earned value after one week is $7,500. (10,000 * 75%)
        • Example: CP829_Lecture_Week9_EarnedValue.xls
      Scenario Example
    •  
    •  
    • Earned Value Chart for Project after 5-Months
    •  
    • Max Wideman
    • Rules for Earned Value Numbers
      • Negative numbers for cost and schedule variance indicate problems in those areas
      • The project is costing more than planned or taking longer than planned
      • CPI and SPI less than 100% indicate problems
    • Table 13.3 Interpretation of Indexes (Gray & Larson, 2006, p429)
    • An alternative Source: http://www.mountaingoatsoftware.com/release_burndown
    • Week 2 lecture
      • So, what do you do when your plan changes?
    • There are methods used to revise estimates of future project costs
      • EVM allows experts in the field to change original baseline durations and costs because new information tells them the original estimates are not accurate
      • EVM uses actual costs-to-date plus an efficiency index to project final costs in large projects where the original budget is unreliable
      • What is a Project Monitoring System
      • Examples of Progress Reports
      • What is the Project Control Process and why is it useful?
      • How do I Monitor Time Performance
      • The shortcomings of monitoring Systems
      • Earned Value Management – a silver bullet?
      • Integrated Cost/Schedule System
      • Project Baselines
    • Developing an Integrated Cost/Schedule System
    • Compute Calculate Collect Schedule Resource plan WBS Budget Plan Monitor
      • Define the work using a WBS
        • Scope
        • Work packages
        • Deliverables
        • Organization units
        • Resources
        • Budgets
      • Develop work and resource schedules
        • Schedule resource to activities
        • Time-phase work packages into a network
      Photo by shimonkey
      • Develop a time-phased budget using work packages included in an activity. Accumulate budgets (PV)
      At the work package level, collect the actual costs for the work performed (AC) Multiply percent complete times original budget (EV) Compute the schedule variance (EV-PV) and the cost variance (EV-AC)
    • Figure 13.3 Project Management Information Systems Overview (Gray & Larson, 2006, p419) Integrated Cost/ Schedules
      • What is a Project Monitoring System
      • Examples of Progress Reports
      • What is the Project Control Process and why is it useful?
      • How do I Monitor Time Performance
      • The shortcomings of monitoring Systems
      • Earned Value Management – a silver bullet?
      • Integrated Cost/Schedule System
      • Project Baselines
    • Project Baselines
    • Week 4 lecture
      • a Baseline is an anchor point for measuring performance
      Photo by _Robert C_ @ flickr
      • a planned cost and expected schedule against which actual cost and schedule are measured
      Gold by Куртис Перри
      • a basis for cash flows and awarding progress payments
      Photo by quaziefoto @ flickr
      • a summation of time-phased budgets (cost accounts as summed work packages) along a project timeline
      Picture by Network Osaka @ flickr
    •  
      • What Costs Are Included in Baselines?
        • Labor
        • Equipment
        • Materials
        • Project direct overhead costs (DOC)
    • Figure 13.14 Scope Changes to a Baseline (Gray & Larson, 2006, p436)
      • What is a Project Monitoring System
      • Examples of Progress Reports
      • What is the Project Control Process and why is it useful?
      • How do I Monitor Time Performance
      • The shortcomings of monitoring Systems
      • Earned Value Management – a silver bullet?
      • Integrated Cost/Schedule System
      • Project Baselines
    • Review
      • Project monitoring system include; data collection; analysis and reporting.
      • Project control steps include; baseline plan, progress measurement, comparing actual against projected plan, and actions.
      • Performance can be monitored using tools such as; tracking Gantts, control charts, baseline plans and earned value management.
      • Earned value management (EVM) is a technique which incorporated scope, time and cost data to determine the health of the project.
      • Integrated Cost/Schedule systems are developed creating; WBS, work/resource schedules, budget, and EVM.
      • Project baselines are an anchor point for measuring performance.
    • References
      • Horodyski, K. (1995). Managing and developing teams . Footscray, Vic.: Open Training Services.
      • Greenberg, J. & Baron, R. (1993). Behavior in organizations (4 th ed.). Syd., NSW: Allyn and Bacon.
      • Robbins, S., et al. (1998). Organisational behaviour (2nd ed.). Sydney: Prentice-Hall
    • BetterProjects.net
      • Awesome title page picture by
      Derek Farr ( DetroitDerek )