Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Job monitoring and failure analysis


Published on

In this report we have analyzed the causes of job failures and also listed techniques which can be applied to reduce same so as to improve operational performance of jobs. Note that this list is not prioritized. Some of the techniques may work in one instance, while others could be applied better in another situation.

Published in: Business
  • Be the first to comment

  • Be the first to like this

Job monitoring and failure analysis

  2. 2. 22 Presentation OutlinePresentation Outline  IntroductionIntroduction  Jobs Monitoring &Jobs Monitoring & EvaluationEvaluation  Jobs Failure AnalysisJobs Failure Analysis  ConclusionConclusion  RecommendationRecommendation
  3. 3. 33 IntroductionIntroduction  It’s estimated that jobs failures cost the global economy hundreds of billions of dollars annually (if not a trillion dollars).  In a business or other organization, the monitoring and evaluation system determines whether the organization is using its resources efficiently and effectively.  Having a good monitoring and evaluation system starts with developing the system that's most appropriate for your organization.  Without project monitoring, organizations may fail to understand why projects go awry, and even successful projects may have insufficient impact.
  4. 4. 44 Operational Performance and Failure Analysis  Evaluate:Evaluate: involved making a judgement about progress and impact.  Monitor:Monitor: involveinvolve regular collection and occasional analysis of information to identify and possibly measure changes over a period.  CorrectCorrect:: answe rsanswe rs q ue stio ns like ,q ue stio ns like , how canhow can we get on track again?we get on track again?
  5. 5. Monitoring & EvaluationMonitoring & Evaluation Monitoring Evaluation  Observed, check  Record, account  Day-to-day decisions  Provide information for evaluation Why  Judge, and value  Assess  Major decisions  Provide information for planning  During implementation  Continuous When  Before and after  Periodic  
  6. 6. 66 What to monitor?  Number of jobs without failures vs. number of jobs with failure  Monitoring of time lost on jobs and how to reduce same  Monitoring of the impact of failures and how to reduce same  Efficiency monitoring: hours/typical jobs  Analysis of cause of failures and finding ways to reduce same
  7. 7. 77 Project Monitoring Process  Begin with a plan for project monitoring.  Report to management.  Recommend actions to improve on the project.  Confirmthat actions are being followed.
  8. 8. Common Classes of Jobs Failures 88
  9. 9. 99 How To Get Back On TrackHow To Get Back On Track WorkOvertime Reallocat e resources Swap resources Double-check all dependencies Crashthe schedule Fasttrack it Preventall scope change Improve processes Checktime- constrained activities Scaleback thescopeof work
  10. 10. 1010 ConclusionConclusion We’ve pointed out 10 areas to examine if you're behind schedule. Obviously, one solution is just to deliver the work at a later date. In some cases, that may be perfectly acceptable. However, the assumption here is that the scheduled completion date is important to the client. Some of these techniques don't require any incremental budget. You should look at them first, if possible.
  11. 11. 1111 RecommendationsRecommendations There should be: No activities without records No records without analysis No analysis without learning No learning without action