evaluation and reporting entc 4060 project scheduling
TRANSCRIPT
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Evaluationand
Reporting
ENTC 4060Project Scheduling
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Why Track a Project?
Keep the following on target: Cost — Expenditures Time — Schedules Scope — Technical performance
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Project Manager’s Duties
Oversees work Coordinates corrective action as
required Evaluates status Initiates communication
Up and down chain of command
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Purpose of Evaluation
Assess performance Reveal areas of deviation from
original scope &/or goals Snoop out potential problem areas Keep stakeholders informed
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Two Types of Evaluation
Formative evaluation Throughout project lifecycle Provide information for corrective action “What’s happening?” & “How’s progress?”
Summary evaluation After project completed AKA “Lessons Learned” “What happened and what resulted?”
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Formative Evaluation
Complex relationships among cost, time, & scope
CT&S are always interrelated and draw from the same limited resource pool
Cannot just look at one criteria
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Goals of Evaluation
Reveals problem areas Alerts personnel to potential problem
areas Identifies opportunities to increase
customer satisfaction by reducing costs, accelerating work, or enhancing project outcomes
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Project Reporting
Four Methods of Reporting Graphics (charts & tables) Reports (oral & written) Observations (MBW) Review meetings
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Graphical Methods—Pros
Most efficient Consolidate large amounts of data
into easily understood information Clarify project progress,
performance, & projections Distribute &/or display
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Graphical Methods—Cons
Hide or obscure information Especially at work package level
May lead to erroneous conclusions Don’t reveal causes or solutions Potentially time consuming
Use computer-based tools
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Reports — Oral
Quick & easy to obtain Quality depends upon communication
skills of presenter Both interpretative and verbal
Subject to loss of information if not followed up by other, more permanent, methods
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Reports — Written
Valuable but quality and usefulness varies Summary format is best
Incorporate graphics & ratios (percentages) Time consuming to prepare During planning phase, schedule key
reports as milestones and allow for preparation
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Direct Observation
“Management By Walking” Get out of the office & do it often!
Limit distortion and filtering due to natural “spin” from senders to receivers
Maintain worker’s importance and ownership in project
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Project Review Meetings
Goal is to identify (a) project plan deviations & (b) corrective actions
Focus on Current & anticipated CS&T problems Potential methods of resolution Improvement opportunities
Formal vs. Informal Reviews
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Formal Reviews
Formal review meetings Must be planned and scheduled for particular
project phases(critical stages & project milestones)
Project team accumulates & formats data May require considerable preparation and
outside experts &/or scrutiny Review period may last for days or weeks
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Formal Review Meetings
Four common Preliminary Design Review Critical Design Review Functional Readiness Deliverable Readiness & Fitness
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Informal Meetings
“Peer Reviews” Often just project team members, critical
vendors and customer reps.
Hold frequently and regularly Limit size to involved phase participants Update status and prepare presentations
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Informal Meetings
Goals:1. Uncover problems & emerging issues2. Suggest corrective action
Expect problems Avoid “finger pointing” and assigning blame
PM functions as group facilitator and encourages honesty & candor
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POA Pow-Wows
POA work sheet POA—Planned, Organized, Actual
Simple Work Package level, matrix-type tracking tool Task description Person(s) Responsible Dates planned, organized, and actually
delivered
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Monthly Progress Reports
Brief project status summary “Red Flag” items & corrective action Accomplishments, changes, &
projections Minor problem areas & corrective
action Cost & manpower situation
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Reports to Project Manager
Work completed to date Forecasts:
Costs at completion Schedule expectations
Financial status Incurred costs Planned vs. actual
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Reports to Customer
Work completion status & projections Changes (by requests &/or events)
Impacts on cost/time/scope PM should bear responsibility
Honest & frequent Avoid “Surprises”