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Most Popular 20 Evergreen Project Management TermsSHAZEBALIKHAN1
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Taming an Unruly Schedule with the 14 Point Schedule AssessmentAcumen
This paper discusses why the emerging 14 Point Schedule Assessment, developed by the Defense Contract Management Agency (DCMA), is fast becoming an established standard within the scheduling community across multiple industries.
Does Better Scheduling Drive Execution Success?Acumen
This white paper outlines the statistics that support the relationship between better schedules and better execution. Based on an ongoing research study conducted by Acumen, this paper is the hard proof of a need for better planning across all industries.
Most Popular 20 Evergreen Project Management TermsSHAZEBALIKHAN1
Project management requires a deep understanding of the jargon and terminology for effective implementation of practices. The article presents 20 popular and common terms of project management
How Does MS Project Works 6- Task Controlling FactorsSHAZEBALIKHAN1
MS Project is scheduling software. It takes multiple factors into account to schedule a task. The article explains all the inputs and their respective effect on the scheduling ability of the MS Project.
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This white paper introduces a new technique for accelerating project schedules that goes beyond 'network crashing' and generates achievable acceleration scenarios for informed decision support.
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Project Time Estimation 6 Powerful Tips & TricksSHAZEBALIKHAN1
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This is the part of the presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification. This part describes the process of Estimate Activity Durations in the Project Schedule Management knowledge area.
Acumen teamed up with PT&C for this seminar presentation which covered the standards and best practices for project scheduling and using the proper framework to analyze schedules.
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Data management and analysis in the construction industry. Learn how to mine data to effectively manage construction projects, while utilizing data to capture and study variances related to cost and time/delay.
Project Management Techniques ( CPM & PERT Techniques )
A revised PPT from other shared PPT available
Project management is a scientific way of planning, implementing, monitoring & controlling the various aspects of a project such as time, money, materials, manpower & other resources.
By,
Mr. AKARESH JOSE
Kerala Agricultural University
akareshjose@gmail.com
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This white paper introduces a new technique for accelerating project schedules that goes beyond 'network crashing' and generates achievable acceleration scenarios for informed decision support.
My 5 Learnings of Waterfall Project ManagementSHAZEBALIKHAN1
The waterfall technique is also called the traditional method of project management. Learn about the 5 key takeaways and how you can implement the techniques in your project.
Project Time Estimation 6 Powerful Tips & TricksSHAZEBALIKHAN1
Check out the 6-time estimation methods for project & activity duration. The approaches are used worldwide and are proven to be effective and powerful.
This is the part of the presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification. This part describes the process of Estimate Activity Durations in the Project Schedule Management knowledge area.
Acumen teamed up with PT&C for this seminar presentation which covered the standards and best practices for project scheduling and using the proper framework to analyze schedules.
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Data management and analysis in the construction industry. Learn how to mine data to effectively manage construction projects, while utilizing data to capture and study variances related to cost and time/delay.
Project Management Techniques ( CPM & PERT Techniques )
A revised PPT from other shared PPT available
Project management is a scientific way of planning, implementing, monitoring & controlling the various aspects of a project such as time, money, materials, manpower & other resources.
By,
Mr. AKARESH JOSE
Kerala Agricultural University
akareshjose@gmail.com
By now you certainly appreciate how very challenging defining TawnaDelatorrejs
By now you certainly appreciate how very challenging defining and planning project scope can be.
Other project management areas have the project’s scope to work from; in this course, we literally
had to create something from nothing. While the process of defining and planning project scope never
really ends (few projects end with exactly the same set of requirements they began with), how often
we need to update our project scope depends greatly on how well we manage and control the scope
we’ve already defined. This lectures focuses on just that: how to keep the scope we planned for as
much as possible and, when change is in fact required, how to change scope deliberately (and not by
accident.)
The final set of lesson objectives are identified above. You’ll notice there are TWO scope-related
processes within the monitoring and controlling process group: validate scope and control scope. To
complete those processes successfully, we’ll need to first review how to determine whether our
project’s scope is healthy (are we satisfying defined requirements) and then, as a separate, deliberate
step, decide whether to allow changes to the project’s scope or not. Finally, we’ll briefly review some
“alternate” project management methodologies often used to define and control project scope when
the project outcome itself isn’t well-defined: we’ll look at what “agile” project management really
means and involves
Before getting into this lecture further, it’s suggested you take a first pass at the required reading for
this week, as listed above. You’ll notice that chapter 17 of the Project Management text is the reading
assignment that discusses an alternate project methodology for planning and controlling projects in
highly dynamic environment. We’ll examine how this methodology, known as agile project
management, can be used to plan and control project scope when project outputs are so new,
unpredictable, or innovative that solution requirements simply can’t be fully identified at the project’s
outset
1
First things first: for discussion purposes, we need to assume we have officially moved beyond the
project planning phase and our project has begun to execute. So at this point, assume we have already
collected and documented a set of business and solution requirements (the processes we examined in
the first 3 weeks of the course); we’ve written a scope statement that summarizes requirements
documentation and all other known project parameters (as we did in course week 4); and we’ve
created a strong work breakdown structure (the topic for course week 5.) We’ve also finished all other
project planning processes, including schedule and budget development. Our team has begun to work
on the tasks as outlined in the WBS. And then, of course, life happens. Events cause our project to vary
from our plan – tasks may be delayed, expenditures may be higher, requirements may take more
effort to satisfy. Now what?
Just like in the fir ...
This paper introduces benchmarking as a concept that not only helps provide a framework and a repeatable approach to developing structurally sound schedules (based upon accepted Critical Path/CPM techniques), but equally importantly, bring realism to the schedule.
Why Scheduling Mustn't Be Allowed to Become an Extinct ScienceAcumen
This paper discusses why the emerging 14 Point Schedule Assessment, developed by the Defense Contract Management Agency (DCMA), is fast becoming an established standard within the scheduling community across multiple industries.
www.projectacumen.com
@projectacumen
Project management theory, principles, organization functions, risk management, stress management, principles, applications of management, planning and scheduling, initiatives and closing of projects, work breakdown structures,
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Benchmarking Execution Performance and Earned ValueAcumen
Determining historic PV, BAC, EAC and other EVM measures in order to benchmark for future projects is a valuable technique for ensuring realistic and achievable forecasts. Determining historic EV performance using prior similar projects validates those forecasts. Additionally, the value of benchmarking increases exponentially as the benchmark basis improves. From previous iterations of the schedule to a database of thousands of projects, EVM indicators have a strong correlation with execution performance over time.
Fuse Customer Perspectives: Oil & Gas / EnergyAcumen
A webinar presentation with clients from the industries with some of the costliest, most complex projects on earth: Oil & Gas and Energy. Learn how these project teams manage the complexities of engineering, procurement, construction, and regulation using Acumen Fuse. Panelists include Marathon Oil, Florida Power & Light, and other major energy companies.
Acumen has completed the first leg of the World Tour. This presentation is an in-depth overview of Acumen's solutions, as well as several Fuse use cases from Fuse clients
Does Better Scheduling Drive Execution Success?Acumen
Delivered at PMI SCoP's 9th Annual Scheduling Conference, this presentation discusses the results from a recently conducted research project showing the correlation between the quality of a plan and overall project success, as well as a means of assessing schedule quality and forecasting accuracy using metric analysis.
Meet or Exceed Schedule Expectations through Intelligent AccelerationAcumen
Delivered at PMI SCoP's 9th Annual Scheduling Conference, this presentation is an introduction of a new approach which enables a project to undergo iterative "what if" scenarios until a balance between successful acceleration and achievability.
Dr. McNatty Webinar: An Introduction to Acumen 360Acumen
Dr. Dan Patterson delivered a sneak peek presentation of the soon-to-be-released Acumen 360. The presentation was first look at how Acumen 360 is capable of optimizing projects with its revolutionary scenario generating, criteria building and project integrating capabilities.
PMICOS Webinar: Building a Sound Schedule in an Enterprise EnvironmentAcumen
Dr. Dan Patterson presented a one-hour webinar on effective scheduling using metrics analysis. He reviewed some of the common problems found in schedules and the research that backs the claim that, in the end, the schedule drives project success.
Smarter Project Analysis and Improved Project PerformanceAcumen
A seminar presentation on the importance of baseline compliance and how the faster, easier metric, logic and forensic analyzers and informative visualization options of Fuse 2.1 support project performance and success.
This presentation was given by Acumen CEO, Dr. Dan Patterson, and Kurt Voytell, Acumen customer and project manager at Constellation Energy. Created for the Oracle Primavera Special Interest Group webinar, it includes a comprehensive overview and a case study of the use of Fuse at Constellation Energy.
Acumen & ARES delivered this presentation on the need to properly build, analyze and cost-load a schedule. Acumen gave a special sneak peek of Fuse 3.0 and 360.
Intelligent Project Acceleration: An Introduction to Acumen 360Acumen
A one-hour webinar introducing Acumen 360. Acumen 360 gives you the ability to accelerate time frames effortlessly in seconds. It provides pinpointed focus, intelligent optimization and selects the most efficient means of achieving your schedule goals.
Advanced Project Analysis: An Introduction to Fuse 3.0Acumen
An overview of Fuse 3.0. This one-hour webinar presentation focused on providing insight into the advanced project planning quality and execution performance assessment provided by Fuse.
Presented at the 2012 Construction CPM Conference, this presentation walks through the challenges of owner/contractor and JV disputes and reviews solutions and prevention techniques using Fuse.
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A presentation on project analysis, visualization and resolution including tips, tools and techniques for improved project intelligence through advanced analytics. Project benchmarking with Acumen Cloud was also introduced.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
1. // Baseline Compliance Analysis
A True Measure of How Well a Project is Performing
Dr. Dan Patterson, PMP
CEO & President, Acumen
June 2011
+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
2. Table of Contents
Introduction ................................................................................................................. 3
Traditional Project Performance Techniques ................................................................ 3
Percent Complete ......................................................................................................... 3
Earned Value & Earned Schedule ................................................................................. 3
Introducing Baseline Compliance Analysis .................................................................. 4
Figure 1 – Early, On-Time, Late Scenarios ........................................................... 5
How Is Baseline Compliance Measured? ...................................................................... 5
Figure 2 – Example Schedule ............................................................................... 6
Figure 3 – Metrics Applied to the Baseline Schedule ........................................... 6
Figure 4 – Baseline Metrics Applied to the Schedule ........................................... 7
Figure 5 – Updated, Statused Schedule Showing Baseline Comparison .............. 7
Figure 6 – Metrics Applied to the Actual Schedule ............................................... 8
Figure 7 – Compliance Calculations .................................................................... 9
Figure 8 – Compliance Trending ........................................................................ 10
Conclusion ................................................................................................................. 10
+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com 2
3. Introduction
This paper describes a technique for determining how well a project is performing
relative to an agreed upon plan (often known as a baseline). Overcoming some of the
limitations of traditional performance tracking, this new approach puts an emphasis on
identifying how much variance from the plan occurs over time. Further enhancing this
valuable insight, is the ability to apply this analysis technique to different groupings or
sections of a project and determine which of these best complies with the project plan.
In summary: this approach allows for a quick determination of whether your project is
being executed as planned, and if not, where the areas and time periods of non-
compliance are.
The technique is applicable to both project execution as well as post-execution for
keeping the project on track and determining lessons learned. It is also a powerful
means of understanding root cause of project delays during a project forensics
exercise.
Traditional Project Performance Techniques
There are numerous techniques for tracking the performance of a project: that is “how
well is the project being executed relative to a given plan of work?” This can be relative
to project expenditure or project schedule or even quality of the project deliverable.
Percent Complete
The most simplistic measure of performance or status is to track projects using what is
known as percent complete. While there are many variations around the calculation of
percent complete, the basic premise is to track performance by determining how much
work, progress or time relative to a given quantity has been achieved.
While a common technique, it is widely seen as falling short with regards to true
performance tracking as it does not give any indication as to the context of the
progress. For example, if an activity is 90% complete, it cannot be determined from this
metric alone whether performance is good or bad – the activity may be very close to
completion but months later than expected.
Earned Value & Earned Schedule
Earned value is a cost-based measure that compares three bases (planned, earned and
actual) within a project so as to determine relative performance indicators. By
comparing how much work or progress has been achieved (earned) with how much
should have been achieved (planned), and additionally with how much it took to achieve
+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com 3
4. this status (actual) we are able to determine performance factors and ratios that give
insight as to whether performance is better or worse than planned.
Unfortunately, earned value is a cost-based measure only and the effort required to
capture the data for the three bases can be seen as a drawback to this method.
For those projects that are wanting to track schedule performance using an earned
value-type approach, there is the option known as Earned-Schedule. Similar to Earned
Value, earned schedule looks at how much progress has been achieved (earned)
relative to how much was planned, with regards to the schedule.
While earned schedule provides schedule-based performance insight it suffers from a
shared issue also found with earned value. Neither Earned Value nor Earned Schedule
actually enable us to determine how close to the (baseline) plan did the execution of the
project actually fall. Instead these two techniques focus on execution efficiency. Net
efficiency on a project may calculate at 100% but what if the sequence of work was
executed completely out of sync from the plan, for example?
So you may be wondering “so what if the sequence of execution was not to plan or so
what if half the activities were delayed and the other half were early – the net result was
a successful project right?” Wrong… The whole purpose of project management is to
set a realistic plan and then use this plan to accurately track execution through to
completion. If compliance to the plan is not upheld then the likes of delays, disputes
regarding payment milestones, potential litigation surrounding cause and effect of
change all become too commonplace in a project. These “To-be-avoided pitfalls” are
the reason behind using baseline compliance analysis.
Introducing Baseline Compliance Analysis
Baseline Compliance Analysis compares (on a per-period basis) what was originally
planned and what is actual reality in the current schedule. By examining variance
surrounding activity starts and finishes relative to a given basis (baseline), this approach
provides insight as to whether the project is being executed to plan or alternatively
suffering from delayed starts and/or delayed completions.
A fundamental aspect to the analysis is that the comparison is not simply a “is the
current activity date later than it’s corresponding baseline date?” Instead, phases or
periods of time are used as thresholds to capture whether an activity is early, late or on-
time. For example, if running an analysis based on months on an activity that was
scheduled to start on March 5th and didn’t start until March 31st, this activity would still
be classified as “starting on time” within the context of the monthly reporting cycle.
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www.projectacumen.com 4
5. Figure 1 shows the 5 different outcomes from a baseline compliance analysis for a
single activity. These are all measured using start and finish variance.
Figure 1 – Early, On-Time, Late Scenarios
The results of the baseline compliance analysis are then summarized using compliance
metrics:
• Start compliance is a measure of how many activities start on time relative to a
given baseline (within the confines of a given phase such as months). This gives
insight into the knock-on effect of previous period delays. If start compliance is
low, then few activities are able to start on time due to their predecessors
causing delay.
• Finish compliance is a measure of how many activities finish on time relative to
a given baseline (within the confines of a given phase such as months). This is a
strong indicator of execution performance.
How Is Baseline Compliance Measured?
Consider a baseline schedule as shown in Figure 2. The schedule contains ten
activities. There are two paths through the network.
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6. Figure 2 – Example Schedule
Firstly, metrics pertaining to the baseline are calculated so as to create a basis:
1. Scheduled to Start: # of activities scheduled to start in a given period
2. Scheduled to Finish: # of activities scheduled to finish in a given period
Figure 3 shows these two metrics applied to each monthly period.
Figure 3 – Metrics Applied to the Baseline Schedule
Figure 4 shows how the two scheduled to start/finish metrics vary per month.
Interestingly, while several activities span the month of April (Figure 3), none are
planned to either actually start or finish in this month (Figure 4).
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7. 5
4
4
4
4
4
Scheduled
to
Start
Scheduled
to
Finish
3
2
2
2
1
1
1
0
0
0
Jan-‐11
Feb-‐11
Mar-‐11
Apr-‐11
May-‐11
Figure 4 – Baseline Metrics Applied to the Schedule
Now consider an updated version of the schedule created during execution. Changes
have occurred with regards to the sequence, duration and dates of the activities in the
schedule. This results in a schedule very different to the baseline (see figure 5).
Figure 5 – Updated, Statused Schedule Showing Baseline Comparison
When the equivalent metrics for number of starts and number of finishes are applied to
the updated schedule so as to calculate early, on-time and late starts and finishes, the
result is very different (Figure 6).
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8. Figure 6 – Metrics Applied to the Actual Schedule
Once the metric analysis has been completed, Baseline Start and Finish Compliance
can quickly be calculated as a percentage of activities that uphold the baseline (i.e.
those activities that don’t trigger a start or finish variance). Figure 7 shows a summary
of these results.
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9. Feb- Mar- Apr- May- TOTA
Group Metric Jan-11 11 11 11 11 L
Baseline Scheduled/Baselined to
Start 4 1 4 0 1 10
Scheduled/Baselined to
Finish 2 1 4 0 3 10
Updated Start/ed 2 4 1 2 1 10
Schedule Finish/ed 1 3 1 3 2 10
Statistics Start/ed on Time 2 0 0 0 1 3
Start/ed Early 0 0 2 0 0 2
Start/ed Late 2 1 2 0 0 5
Finish/ed on Time 1 1 1 0 2 5
Finish/ed Early 0 0 1 0 1 2
Finish/ed Late 1 0 2 0 0 3
Start/ed on Time,
Finish/ed Late 0 0 1 0 0 0
Compliance Start Variance 2 1 4 0 0 7
Cum Start Variance 2 3 7 7 7
Start Compliance 50% 0% 0% N/A 100% 30%
Finish Variance 1 0 3 0 1 5
Cum Finish Variance 1 1 4 4 5
Finish Compliance 50% 100% 25% N/A 67% 50%
Figure 7 – Compliance Calculations
Multiple conclusions can be drawn from Figure 7:
• Start compliance started off at 50% in January and continued to slip
through to the last month of the project.
• Finish compliance actually improved to perfection in February (100%)
before massively falling behind in March (25%)
• Overall start compliance was only 30% compared to overall finish
compliance of 50%. This shows that while start compliance was low, the
project actually finished more activities ‘on-time’
• April was forecasted as a month with no starts and no finishes and yet it
actually experienced 2 unplanned starts and 3 unplanned finishes.
When start and finish variance is plotted on a cumulative timescale (Figure 8), it can be
seen that the start variance is getting worse at a faster rate than finish variance. Hence,
the project is showing signs of being able to complete closer to on-time despite an
increasing number of start delays.
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10. 9
8
7
6
Start
Variance
5
Finish
Variance
4
Linear
(Start
Variance)
3
Linear
(Finish
Variance)
2
1
0
Jan-‐11
Feb-‐11
Mar-‐11
Apr-‐11
May-‐11
Figure 8 – Compliance Trending
Conclusion
Baseline compliance is an effective means of determining how well a project is able to
perform relative to a given baseline. By determining the number of activities that either
start or finish within a given forecasted range, we are able to get a better understanding
as to where and when compliance is falling short. Once this insight is gained, we then
have a much better chance of proactively focusing on those activities that require
remediation and acceleration. Looking at baseline compliance over time and by WBS
groupings gives even further insight into schedule hotspots and performance
bottlenecks.
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