@ Faculty of Information Technology, UNS, 2008 TRACKING PROGRESS Nguyn Hong Anh 2009 Contents 2 Demo 1 Tracking Progress 2009 Tracking Progress 2009 Project Management Project Size Project Cost Project Time Project Management 2009 How? Managing The Project Time 1 Cost 2 Critical Path 3 2009 Processes Initiating Processes Planning Processes Controlling Processes Executing Processes Closing Processes 2009 Execution Phase Tracking 1 Analyzing 2 Controlling 3 Reporting 4 2009 Execution Phase : Tracking Track progress on tasks so you know when tasks are actually completed by their assigned resources. 2009 Execution Phase: Analyzing +Examine any differences between your original plan and how its actually progressing. +Monitor the differences in schedule or cost to anticipate any potential problems. 2009 Execution Phase: Controlling Take any necessary corrective actions to keep the project on track toward completion on time and within budget. 2009 Execution Phase: Reporting Keep stakeholders informed. Whether youre providing the big picture to your project team or high-level progress information to executives, you should regularly report various aspects of project information. 2009 Baselines - general The original project plan, adjusted to perfection, is considered the baseline. It is the ideal balance between scope, schedule and cost. This plan is usually agreed on by stakeholders before project begins execution. The best time to save this baseline is when the plan has been developed as fully as possible, but before you have started tracking. 2009 Baselines fields saved A baseline is a snapshot of key scheduling and cost information in your project plan at a specific point in time, fields saved are: Start Finish Duration Work Cost 2009 What do we track? Estimated size versus actual size Predicted work completed versus actual work completed Planned dates versus actual dates Expected resources versus actual resources New or changed requirements 2009 What do we track? Any project can be off the expected plan for multiple reasons. Each reason may require a different solution and often the wrong solution will only make the problem worse. Metrics help provide information on what the specific problem is. 2009 Tracking Progress Estimate Actual 2009 Tracking Progress Adjusting the plan Cost Time Maximize success 2009 Tracking Progress Input the actual work Recalculate time performance compare the actual performance with the original plan Replan Rschedule uncompleted work Input the actual work 1 Reschedule uncompleted work 2 Recalculate time performance 3 Compare the actual performance with the original plan 4 Adjust the plan 4 2009 Curtail progress Over Time Increase resources Restore progress Reclassify 2009 Adjusting The Plan Replan 1 Split Tasks 2 Update Project 3 New TasksReassignReestimateReclassify 2009 Tools Microsoft Office Project 1 Computer Associates AllFusion Application LC Management 2 Niku Project Workbench 3 HMS TimeControl 4 IMSI TurboProject 5 Primavera TeamPlay 6 2009 Tracking Progress &Hi Tr li 2009 DEMO 2009 Software Engineering 2009 THANKS