The Project Management Process - Week 9 Performance Management

1. Project Management 9. Performance Management

2. Week 9

3. Performance management

4. <ul><li>Once you have selected a project </li></ul>

5. <ul><li>Once you have selected a project </li></ul><ul><li>And planned it </li></ul>

6. <ul><li>Once you have selected a project </li></ul><ul><li>And planned it </li></ul><ul><li>And hired the team </li></ul>

7. <ul><li>Once you have selected a project </li></ul><ul><li>And planned it </li></ul><ul><li>And hired the team </li></ul><ul><li>And started the work </li></ul>

8. <ul><li>Once you have selected a project </li></ul><ul><li>And planned it </li></ul><ul><li>And hired the team </li></ul><ul><li>And started the work </li></ul><ul><li>How do you stay on track? </li></ul>

9. <ul><li>How do you even know if you are progressing to plan? </li></ul>

10. <ul><li>Gray & Larson, 2006, Ch 13. </li></ul>

11. <ul><li>What is a Project Monitoring System </li></ul><ul><li>Examples of Progress Reports </li></ul><ul><li>What is the Project Control Process and why is it useful? </li></ul><ul><li>How do I Monitor Time Performance </li></ul><ul><li>The shortcomings of monitoring Systems </li></ul><ul><li>Earned Value Management – a silver bullet? </li></ul><ul><li>Integrated Cost/Schedule System </li></ul><ul><li>Project Baselines </li></ul>

12. <ul><li>What is a Project Monitoring System? </li></ul>

13. <ul><li>It involves determining what data to collect, how, when an who will collect the data; analysis of the data; and reporting progress </li></ul>Monitoring System Gather Analyse Report

14. <ul><li>You need to know what information is needed to satisfy you and your stakeholders. </li></ul>

15. <ul><li>Think about the Information System Structure </li></ul>

16. <ul><li>What data are collected? </li></ul>

17. 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?

18. <ul><li>Collecting data and analysis </li></ul><ul><li>who will collect project data? </li></ul><ul><li>how will data be collected? </li></ul><ul><li>when will the data be collected? </li></ul><ul><li>who will compile and analyze the data? </li></ul><ul><li>who will receive the reports? </li></ul><ul><li>how will the reports be transmitted? </li></ul><ul><li>when will the reports be distributed? </li></ul>Photo by germanium

20. Progress Report Format <ul><li>Progress since last report </li></ul><ul><li>Current status of project </li></ul><ul><ul><li>Schedule </li></ul></ul><ul><ul><li>Cost </li></ul></ul><ul><ul><li>Scope </li></ul></ul><ul><li>Problems and issues since last report </li></ul><ul><ul><li>Actions and resolution of earlier problems </li></ul></ul><ul><ul><li>New variances and problems identified </li></ul></ul><ul><li>Corrective action planned </li></ul>

21. How long should a project status report be?

22. 1 page

23. <example>

24. 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

26. <ul><li>Project Control Process </li></ul>

27. <ul><li>The process of comparing actual performance against plan to identify deviations, evaluate courses of action, and take appropriate corrective action </li></ul>Pensiero

28. <ul><li>Project Control Steps </li></ul>Set and baseline a plan Measuring progress and performance Comparing the plan to the facts Taking Action

30. Monitoring Time Performance

31. Monitoring Time Performance <ul><li>Tools used to catch negative variances from plan and communicate project schedule status: </li></ul>

32. Monitoring Time Performance <ul><li>Tools used to catch negative variances from plan and communicate project schedule status: </li></ul><ul><li>Tracking and baseline Gantt charts </li></ul><ul><ul><li>show expected, actual, and trend data for event duration performance </li></ul></ul>

33. Figure 13.1 Baseline Gantt Chart (Gray & Larson, 2006, p414) Time A Gantt Chart

34. Monitoring Time Performance <ul><li>Tools used to catch negative variances from plan and communicate project schedule status: </li></ul><ul><li>Tracking and baseline Gantt charts </li></ul><ul><ul><li>show expected, actual, and trend data for event duration performance </li></ul></ul><ul><li>Control charts </li></ul><ul><ul><li>plot the difference in scheduled time on the critical path with the actual point on the critical path </li></ul></ul>

35. Figure 13.2 Project Schedule Control Chart (Gray & Larson, 2006, p415) A Control Chart

37. Monitoring Systems Disparities Picture by Pensiero

38. <ul><li>Time-Phase Baseline Plan </li></ul>Picture by Pensiero

39. <ul><li>Corrects the failure of most monitoring systems to connect a project’s actual performance to its schedule and forecast budget </li></ul>Picture by Pensiero

40. <ul><li>Systems that measure only cost variances do not identify resource and project cost problems associated with falling behind or progressing ahead of schedule </li></ul>Picture by Pensiero

41. <ul><li>Earned Value Cost/Schedule System </li></ul><ul><li>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 </li></ul>Picture by airgap

43. Earned Value Management

44. <ul><li>What is Earned Value Management (EVM)? </li></ul>

45. <ul><li>What is Earned Value Management (EVM)? </li></ul><ul><li>A project performance measurement technique that integrates scope, time, and cost data. </li></ul>

46. <ul><li>What is Earned Value Management (EVM)? </li></ul><ul><li>A project performance measurement technique that integrates scope, time, and cost data. </li></ul><ul><li>Given a baseline (original plan plus approved changes), you can determine how well the project is meeting its goals. </li></ul><ul><li>You must enter actual information periodically to use EVM. </li></ul>

47. <ul><li>What is Earned Value Management (EVM)? </li></ul><ul><li>A project performance measurement technique that integrates scope, time, and cost data. </li></ul><ul><li>Given a baseline (original plan plus approved changes), you can determine how well the project is meeting its goals. </li></ul><ul><li>You must enter actual information periodically to use EVM. </li></ul>

48. 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

49. <ul><li>(Also called the budget) </li></ul><ul><li>This is that portion of the approved total cost estimate planned to be spent on an activity during a given period </li></ul>PV Planned Value

50. <ul><li>The total of direct and indirect costs incurred in finishing work on an activity during a given period </li></ul>AC Actual Cost

51. <ul><li>An estimate of the value of the physical work actually completed </li></ul>EV Earned Value

52. <ul><li>Earned value minus the actual cost. Shows the difference between the estimated cost of an activity and the actual cost of that activity </li></ul>TABLE 13.1 CV Cost Variance

53. <ul><li>Earned value minus the planned value. Shows the difference between the schedule completion of an activity and the actual completion of that activity </li></ul>TABLE 13.1 SV Schedule Variance

54. <ul><li>The ratio of earned value to actual cost and can be used to estimate the projected cost of completing the project. </li></ul><ul><li>If the CPI is equal to 1 or 100% then the planned and actual costs are equal, or the costs are as budgeted. </li></ul><ul><li>If the CPI is less than 1 or less than 100%, the project is over budget. </li></ul><ul><li>If the CPI is greater than 1 or more than 100%, the project is under budget </li></ul>CPI Cost Performance Indicator

55. <ul><li>The ratio of earned value to planned value and can be used to estimate the projected time to complete the project. </li></ul><ul><li>Similar to the CPI, an SPI of 1 or 100% means the project is on schedule. </li></ul><ul><li>If the SPI is greater than 1 or 100% then the project is ahead of schedule. </li></ul><ul><li>If the SPI is less than 1 or 100%, the project is behind schedule </li></ul>SPI Schedule Performance Indicator

56. Quick EVM quiz <ul><li>What can we say if CPI > 1 </li></ul>TABLE 13.1

57. Quick EVM quiz <ul><li>What can we say if CPI > 1 </li></ul><ul><li>If the CPI is greater than 1 or more than 100%, the project is under budget </li></ul>

58. Quick EVM quiz <ul><li>What is EV minus AC? </li></ul>

59. Quick EVM quiz <ul><li>What is EV minus AC? </li></ul><ul><li>EV – AC = SV </li></ul><ul><li>Earned Value (what was done) </li></ul><ul><li>Minus </li></ul><ul><li>Actual Cost (what has been paid) </li></ul><ul><li>= </li></ul><ul><li>Schedule Variance </li></ul>

61. Scenario Example

62. <ul><li>“ Purchasing & Installing Web Server” </li></ul><ul><li>Duration 1 week, </li></ul><ul><li>Budget $10,000. </li></ul>Scenario Example

63. <ul><li>“ Purchasing & Installing Web Server” </li></ul><ul><li>Duration 1 week, Budget $10,000. </li></ul><ul><ul><li>PV – Planned Value – for that activity for that week = $10,000 </li></ul></ul><ul><ul><li>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 </li></ul></ul><ul><ul><li>EV – Earned Value – earned value after one week is $7,500. (10,000 * 75%) </li></ul></ul><ul><ul><li>Example: CP829_Lecture_Week9_EarnedValue.xls </li></ul></ul>Scenario Example

66. Earned Value Chart for Project after 5-Months

68. Max Wideman

69. Rules for Earned Value Numbers <ul><li>Negative numbers for cost and schedule variance indicate problems in those areas </li></ul><ul><li>The project is costing more than planned or taking longer than planned </li></ul><ul><li>CPI and SPI less than 100% indicate problems </li></ul>

70. Table 13.3 Interpretation of Indexes (Gray & Larson, 2006, p429)

71. An alternative Source: http://www.mountaingoatsoftware.com/release_burndown

72. Week 2 lecture

73. <ul><li>So, what do you do when your plan changes? </li></ul>

74. There are methods used to revise estimates of future project costs <ul><li>EVM allows experts in the field to change original baseline durations and costs because new information tells them the original estimates are not accurate </li></ul><ul><li>EVM uses actual costs-to-date plus an efficiency index to project final costs in large projects where the original budget is unreliable </li></ul>

76. Developing an Integrated Cost/Schedule System

77. Compute Calculate Collect Schedule Resource plan WBS Budget Plan Monitor

78. <ul><li>Define the work using a WBS </li></ul><ul><ul><li>Scope </li></ul></ul><ul><ul><li>Work packages </li></ul></ul><ul><ul><li>Deliverables </li></ul></ul><ul><ul><li>Organization units </li></ul></ul><ul><ul><li>Resources </li></ul></ul><ul><ul><li>Budgets </li></ul></ul><ul><li>Develop work and resource schedules </li></ul><ul><ul><li>Schedule resource to activities </li></ul></ul><ul><ul><li>Time-phase work packages into a network </li></ul></ul>Photo by shimonkey

79. <ul><li>Develop a time-phased budget using work packages included in an activity. Accumulate budgets (PV) </li></ul>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)

80. Figure 13.3 Project Management Information Systems Overview (Gray & Larson, 2006, p419) Integrated Cost/ Schedules

82. Project Baselines

83. Week 4 lecture

84. <ul><li>a Baseline is an anchor point for measuring performance </li></ul>Photo by _Robert C_ @ flickr

85. <ul><li>a planned cost and expected schedule against which actual cost and schedule are measured </li></ul>Gold by Куртис Перри

86. <ul><li>a basis for cash flows and awarding progress payments </li></ul>Photo by quaziefoto @ flickr

87. <ul><li>a summation of time-phased budgets (cost accounts as summed work packages) along a project timeline </li></ul>Picture by Network Osaka @ flickr

89. <ul><li>What Costs Are Included in Baselines? </li></ul><ul><ul><li>Labor </li></ul></ul><ul><ul><li>Equipment </li></ul></ul><ul><ul><li>Materials </li></ul></ul><ul><ul><li>Project direct overhead costs (DOC) </li></ul></ul>

90. Figure 13.14 Scope Changes to a Baseline (Gray & Larson, 2006, p436)

92. Review <ul><li>Project monitoring system include; data collection; analysis and reporting. </li></ul><ul><li>Project control steps include; baseline plan, progress measurement, comparing actual against projected plan, and actions. </li></ul><ul><li>Performance can be monitored using tools such as; tracking Gantts, control charts, baseline plans and earned value management. </li></ul><ul><li>Earned value management (EVM) is a technique which incorporated scope, time and cost data to determine the health of the project. </li></ul><ul><li>Integrated Cost/Schedule systems are developed creating; WBS, work/resource schedules, budget, and EVM. </li></ul><ul><li>Project baselines are an anchor point for measuring performance. </li></ul>

93. References <ul><li>Horodyski, K. (1995). Managing and developing teams . Footscray, Vic.: Open Training Services. </li></ul><ul><li>Greenberg, J. & Baron, R. (1993). Behavior in organizations (4 th ed.). Syd., NSW: Allyn and Bacon. </li></ul><ul><li>Robbins, S., et al. (1998). Organisational behaviour (2nd ed.). Sydney: Prentice-Hall </li></ul>

94. BetterProjects.net <ul><li>Awesome title page picture by </li></ul>Derek Farr ( DetroitDerek )

The Project Management Process - Week 9 Performance Management

Craig Brown

The Project Management Process - Week 9 Performance Management