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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Effective Project Management: Traditional, Agile, Extreme,Presented by,(facilitator name),Managing Complexity in the Face of Uncertainty,Ch07: How to Monitor & Control a TPM Project,Using tools, templates, and processes to monitor & control a project,Establishing your progress reporting system,Applying graphical reporting tools,Managing the Scope Bank,Building and maintaining the Issues Log,Managing project status meetings,Defining a problem escalation,Gaining approval to close the project,Summary of Chapter 7,Ch07: How to Monitor & Control a TPM Project,Tools, Templates, & Processes Used to Monitor & Control,Current period reports,Cumulative reports,Exception reports,Stoplight reports,Variance reports,Gantt charts,Burn charts,Milestone trend charts,Earned value analysis,Integrated milestone trend charts and earned value analysis,Project status meetings,Problem escalation strategies,Ch07: How to Monitor & Control a TPM Project,Hold daily team meetings,Complete tasks ASAP,Report problems ASAP,Dont fall victim to the “creeps”,Dont guess ask questions,Good enough is good enough,Meet but do not exceed requirements,Be open and honest with your teammates,How to Keep a Project on Schedule,Ch07: How to Monitor & Control a TPM Project,Timely, complete, accurate, and intuitive,Isnt burdensome and counterproductive,Readily acceptable to senior management,Readily acceptable to the project team,An effective early warning system,Characteristics of Effective Progress Reporting,Ch07: How to Monitor & Control a TPM Project,Determine a set period of time and day of week,Report actual work accomplished during this period,Record historical and re-estimate remaining,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,Ch07: How to Monitor & Control a TPM Project,Current period reports,Cumulative reports,Exception reports,Stoplight reports,Variance reports,Five Types of Project Status Reports,Ch07: How to Monitor & Control a TPM Project,Gantt Chart Project Status Report,Figure,07-01,Ch07: How to Monitor & Control a TPM Project,Exception Report Stoplight Reports,Ch07: How to Monitor & Control a TPM Project,Cumulative Reports - Milestone Trend Charts,Figure,07-02,Ch07: How to Monitor & Control a TPM Project,Cumulative Reports - Milestone Trend Charts,Figure,07-03,Ch07: How to Monitor & Control a TPM Project,Cumulative Reports - Milestone Trend Charts,Figure,07-04,Ch07: How to Monitor & Control a TPM Project,Cumulative Reports - Milestone Trend Charts,Figure,07-05,Ch07: How to Monitor & Control a TPM Project,Earned Value The Standard S-Curve,Time,Progress,2/3 Time - 3/4 Progress,1/3 Time - 1/4 Progress,Figure,07-06,Ch07: How to Monitor & Control a TPM Project,Earned Value The Aggressive Curve,No ramp up - no learning time,Time,Progress,Ch07: How to Monitor & Control a TPM Project,Earned Value The Curve to Avoid,About 30% of the work done,70% to 80% of the time gone by,Time,Progress,Ch07: How to Monitor & Control a TPM Project,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,Ch07: How to Monitor & Control a TPM Project,Figure,07-07,Earned Value Cost Variance,Ch07: How to Monitor & Control a TPM Project,Figure,07-08,Earned Value Schedule Variance,Ch07: How to Monitor & Control a TPM Project,How to Measure Earned Value,Figure,07-09,Ch07: How to Monitor & Control a TPM Project,Figure,07-10,Earned Value The Full Story,Schedule,Variance,Cost Variance,PV,AC,EV,Time,Progress,Ch07: How to Monitor & Control a TPM Project,Figure,07-11,Earned Value PV, EV and AC curves,Ch07: How to Monitor & Control a TPM Project,Earned Value Basic Performance Indices,Cost Performance Index (CPI),A measure of how close the project is to spending on the work performed to what was planned to have been spent.,Schedule Performance Index (SPI),A measure of how close the project is to performing work as it was actually scheduled.,CPI = EV/AC,SPI = EV/PV,INDEX VALUES, 1: under budget or ahead of schedule,Ch07: How to Monitor & Control a TPM Project,Earned Value Performance Indices,Project Week,8,7,6,5,4,9,3,2,1,1.0,0.8,0.6,0.4,1.2,1.4,1.6,C,C,C,C,C,C,S,S,S,S,S,S,under budget,ahead of schedule,over budget,behind schedule,Project: ALPHA,Figure,07-12,Ch07: How to Monitor & Control a TPM Project,Earned Value Performance Indices,Project: ALPHA,C,C,C,C,C,C,S,S,S,S,S,S,C,S,S,C,under budget,ahead of schedule,over budget,behind schedule,1.0,0.8,0.6,0.4,1.2,1.4,1.6,Project Week,8,7,6,5,4,9,3,2,1,Figure,07-13,Ch07: How to Monitor & Control a TPM Project,Earned Value Performance Indices,Project: ALPHA,C,C,C,C,C,C,S,S,S,S,S,S,C,S,under budget,ahead of schedule,over budget,behind schedule,1.0,0.8,0.6,0.4,1.2,1.4,1.6,Project Week,8,7,6,5,4,9,3,2,1,Figure,07-14,Ch07: How to Monitor & Control a TPM Project,Earned Value Performance Indices,Portfolio average,Portfolio: BETA Program,ahead of schedule,behind schedule,1.0,0.8,0.6,0.4,1.2,1.4,1.6,Project Week,8,7,6,5,4,9,3,2,1,Figure,07-15,Ch07: How to Monitor & Control a TPM Project,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,Ch07: How to Monitor & Control a TPM Project,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,Ch07: How to Monitor & Control a TPM Project,Who Should Attend?,When Are They Held?,What Is Their Purpose?,What Is Their Format?,Managing Project Status Meetings,Ch07: How to Monitor & Control a TPM Project,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,Ch07: How to Monitor & Control a TPM Project,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,Ch07: How to Monitor & Control a TPM Project,Problem Escalation Strategies Who Controls What?,Scope and Quality,Time,Cost,Resource Availability,Ch07: How to Monitor & Control a TPM Project,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,Ch07: How to Monitor & Control a TPM Project,No action required (schedule slack will correct the problem),Examines FS dependencies for schedule compression opportunities,Reassign resources from non-critical path tasks to cover the slippage.,Negotiate additional resources,Negotiate multiple release strategies,Request schedule extension from the client,Escalation Strategy Hierarchy,Ch07: How to Monitor & Control a TPM Project,When the client is satisfied that the acceptance criteria have been met the project enters the closing phase,Gaining approval to close the project,Ch07: How to Monitor & Control a TPM Project,
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