managing complexity in the face of...

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Islamic University, Gaza - Palestine

Effective Project Management: Traditional, Agile, Extreme

Managing Complexity inthe Face of Uncertainty

Ch07: How to Monitor & Control a TPM Project


Use tools, templates, and processes to monitor & control aTPM project

Establish your progress reporting system Apply graphical reporting tools Manage the Scope Bank Build and maintain the Issues Log Manage project status meetings Define a problem escalation strategy Gain approval to close the project

After successful studying this chapter You should be able to:


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Tools, Templates, & Processes Used to Monitor & Control

Reports

Current period reports

Cumulative reports

Exception reports

Stoplight reports

Variance reports

Gantt charts



Tools, Templates, & Processes Used to Monitor & Control

Burn charts Milestone trend charts Earned value analysis (EVA) Integrated milestone trend charts and EVA Project status meetings Problem escalation strategies


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Timely, complete, accurate, and intuitive Isn’t difficult and destructive Readily acceptable to senior management An effective early warning system Easily understood by those who need to know

Characteristics of Effective Progress Reporting



Current period reports Cumulative reports Exception reports Stoplight reports Variance reports

Five Types of Project Status Reports


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Gantt Chart Project Status Report

Figure07-01



Catch deviations from the curve early Dampen oscillation Allow early corrective action Determine weekly schedule variance Determine weekly effort (person hours/day) variances

Why Measure Duration and Cost Variances?


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Determine a set period of time and day of week Report actual work accomplished during this period Record historical and re-estimate remaining (residual) Report start and finish dates Record days of duration accomplished and remaining Report resource effort spent and remaining Report percent complete

How and What Information to Update?



Hold daily team meetings Complete tasks ASAP (As Soon As Possible) Report problems ASAP Don’t fall victim to the “creeps” Don’t guess – ask questions Good enough is good enough Meet but do not exceed requirements Be open and honest with your team mates

How to Keep a Project on Schedule?


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Positive Variances – deviations from the plan indicating thatan ahead-of-schedule or a cost less than budgeted hasoccurred

Negative Variances – deviations from the plan indicatingthat a behind-schedule or cost greater than the budgetedhas occurred

Variances



Gantt Chart Project Status Report

Figure07-02


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The project is progressingaccording to plan.

The project has a problem.A Get Well plan is in place.The situation will correct.

The project is failing.Intervention is required.

Exception Report – Stoplight Reports



Burn Charts

Figure07-03


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Cumulative Reports - Milestone Trend Charts

Figure07-04




Figure07-05


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Figure07-06




Figure07-07


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Earned Value Management – The Standard S-Curve

Time

Progress

2/3 Time - 3/4 Progress

1/3 Time - 1/4 Progress

Figure07-08


Earned value project/performancemanagement (EVPM) is a projectmanagement technique for measuringproject performance and progress in anobjective manner. It combines emeasurements of the Scope, Schedule,and Costs


Earned Value Management – Application example


Project A has been approved for a duration of 1 year and with thebudget of X. It was also planned, that the project spends 50% of theapproved budget in the first 6 months. If now 6 months after the start ofthe project a Project Manager would report that he has spent 50% ofthe budget, one can initially think, that the project is perfectly on plan.However in reality the provided information is not sufficient to come tosuch a conclusion. The project can spend 50% of the budget, whilstfinishing only 25% of the work, which would mean the project is notdoing well; or the project can spend 50% of the budget, whilstcompleting 75% of the work, which would mean that project is doingbetter than planned. EVM is meant to address such and similar issues.

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Earned Value Management – The Aggressive Curve

No ramp up - no learning time

Time

Progress



Earned Value – The Curve to Avoid

About 30% of the work done

70% to 80% of the time gone by

Time

Progress


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How to Measure Percent of Value Earned?

100 – 0 0 – 100 50 – 50 Proportion of tasks completed

Report date

100 - 0 0 - 100

50 - 50

10 tasks complete 4 tasks not complete

10/14

Work in process



Figure07-09

Earned Value Management – Cost VarianceCh07: How to Monitor & Control a TPM Project

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Figure07-10

Earned Value – Schedule Variance



How to Measure Earned Value

Figure07-11


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Figure07-12

Earned Value – The Full Story

ScheduleVariance

Cost Variance

PV

AC

EV

Time

Progress



Figure07-13

Earned Value – PV, EV and AC curves


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Earned Value – Basic Performance Indices

Cost Performance Index (CPI)A measure of how close the project is to spendingon the work performed to what was planned tohave been spent.

Schedule Performance Index (SPI)A measure of how close the project is to performing work as it wasactually scheduled.

CPI = EV/AC

SPI = EV/PV

INDEX VALUES< 1: over budget or behind schedule> 1: under budget or ahead of schedule



Earned Value – Performance Indices

Project Week87654 9321

1.00.80.60.4

1.21.41.6

C CC

CC CS S

SS

SS

under budgetahead of schedule

over budgetbehind schedule

Project: ALPHA

Figure07-14


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Earned Value – Performance IndicesProject: ALPHA

C CC

C C CS SS

S S S CS

S

Cunder budgetahead of schedule


1.00.80.60.4

1.21.41.6


Figure07-15



Earned Value – Performance IndicesProject: ALPHA

C CC

C CC

S SS

S

SS C

S

under budgetahead of schedule


1.00.80.60.4

1.21.41.6


Figure07-16


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Earned Value – Performance Indices

Portfolio average

Portfolio: BETA Program

ahead of schedule

behind schedule1.00.80.60.4

1.21.41.6


Figure07-17



Initial deposit of 10% of total labor days All of the unfinished functions and features and the labor time to

develop them are also deposited in the Scope Bank. The time to process and integrate a Scope Change request draws

time from the Scope Bank. To add time to the Scope Bank remove unfinished functions and

features and deposit their labor time in the Scope Bank. Client should continuously reprioritize contents of the Scope Bank

Managing the Scope Bank


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ID Number Date logged Description of the problem Impact if not resolved The problem owner Action to be taken Status Outcome

Maintaining the Issues Log



Who Should Attend? When Are They Held? What Is Their Purpose? What Is Their Format?

Managing Project Status Meetings


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Entire team or Task Managers for tasks open for work Everyone stands up Rotate the meeting facilitator Status of each task is reported

On schedule Ahead of schedule (by how much) Behind schedule (by how much and get well plan)

Update Scope Bank Update Issues Log

The 15 Minute Daily Status Meeting



Affected parties only Agree on problem Agree on who owns the problem Brainstorm solutions Prioritize solutions Update Issues Log Schedule next meeting

Problem Management Meeting


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Problem Escalation Strategies – Who Controls What?

Scope and Quality

Resource Availability



Project Manager-Based Strategies No action required. Problem will self-correct Examine dependency relationships Reassign resources

Resource Manager-Based Strategies Negotiate additional resources

Client-Based Strategies Negotiate multiple release strategies Request schedule extension

Problem Escalation Strategies


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No action required (schedule slack will correctthe problem)

Examines FS dependencies for schedulecompression opportunities

Reassign resources from non-critical pathtasks to cover the slippage.

Negotiate additional resources Negotiate multiple release strategies Request schedule extension from the client

Escalation Strategy Hierarchy



When the client is satisfied that theacceptance criteria have been met theproject enters the closing phase.

Gaining Approval to Close the Project


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