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The Project Management Process - Week 9 Performance Management

  1. Project Management 9. Performance Management
  2. Week 9
  3. Performance management
  4. 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?
  5. How long should a project status report be?
  6. 1 page
  7. <example>
  8. 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
  9. Monitoring Time Performance
  10. Figure 13.1 Baseline Gantt Chart (Gray & Larson, 2006, p414) Time A Gantt Chart
  11. Figure 13.2 Project Schedule Control Chart (Gray & Larson, 2006, p415) A Control Chart
  12. Monitoring Systems Disparities Picture by Pensiero
  13. Earned Value Management
  14. 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
  15.  
  16. Scenario Example
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  18.  
  19. Earned Value Chart for Project after 5-Months
  20.  
  21. Max Wideman
  22. Table 13.3 Interpretation of Indexes (Gray & Larson, 2006, p429)
  23. An alternative Source: http://www.mountaingoatsoftware.com/release_burndown
  24. Week 2 lecture
  25. Developing an Integrated Cost/Schedule System
  26. Compute Calculate Collect Schedule Resource plan WBS Budget Plan Monitor
  27. Figure 13.3 Project Management Information Systems Overview (Gray & Larson, 2006, p419) Integrated Cost/ Schedules
  28. Project Baselines
  29. Week 4 lecture
  30.  
  31. Figure 13.14 Scope Changes to a Baseline (Gray & Larson, 2006, p436)
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