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EffectiveProjectManagement:Traditional,Agile,ExtremePresentedby(facilitatorname)ManagingComplexityintheFaceofUncertaintyCh07:HowtoMonitor&ControlaTPMProject.Usingtools,templates,andprocessestomonitor&controlaprojectEstablishingyourprogressreportingsystemApplyinggraphicalreportingtoolsManagingtheScopeBankBuildingandmaintainingtheIssuesLogManagingprojectstatusmeetingsDefiningaproblemescalationGainingapprovaltoclosetheprojectSummaryofChapter7

Ch07:HowtoMonitor&ControlaTPMProject.Tools,Templates,&ProcessesUsedtoMonitor&ControlCurrentperiodreportsCumulativereportsExceptionreportsStoplightreportsVariancereportsGanttchartsBurnchartsMilestonetrendchartsEarnedvalueanalysisIntegratedmilestonetrendchartsandearnedvalueanalysisProjectstatusmeetingsProblemescalationstrategies

Ch07:HowtoMonitor&ControlaTPMProject.HolddailyteammeetingsCompletetasksASAPReportproblemsASAPDon’tfallvictimtothe“creeps”Don’tguess–askquestionsGoodenoughisgoodenoughMeetbutdonotexceedrequirementsBeopenandhonestwithyourteammatesHowtoKeepaProjectonSchedule

Ch07:HowtoMonitor&ControlaTPMProject.Timely,complete,accurate,andintuitiveIsn’tburdensomeandcounterproductiveReadilyacceptabletoseniormanagementReadilyacceptabletotheprojectteamAneffectiveearlywarningsystemCharacteristicsofEffectiveProgressReporting

Ch07:HowtoMonitor&ControlaTPMProject.DetermineasetperiodoftimeanddayofweekReportactualworkaccomplishedduringthisperiodRecordhistoricalandre-estimateremainingReportstartandfinishdatesRecorddaysofdurationaccomplishedandremainingReportresourceeffortspentandremainingReportpercentcompleteHowandWhatInformationtoUpdate

Ch07:HowtoMonitor&ControlaTPMProject.CurrentperiodreportsCumulativereportsExceptionreportsStoplightreportsVariancereportsFiveTypesofProjectStatusReports

Ch07:HowtoMonitor&ControlaTPMProject.GanttChartProjectStatusReport

Figure07-01

Ch07:HowtoMonitor&ControlaTPMProject.ExceptionReport–StoplightReports

Ch07:HowtoMonitor&ControlaTPMProject.CumulativeReports-MilestoneTrendChartsFigure07-02

Ch07:HowtoMonitor&ControlaTPMProject.CumulativeReports-MilestoneTrendChartsFigure07-03

Ch07:HowtoMonitor&ControlaTPMProject.CumulativeReports-MilestoneTrendChartsFigure07-04

Ch07:HowtoMonitor&ControlaTPMProject.CumulativeReports-MilestoneTrendChartsFigure07-05

Ch07:HowtoMonitor&ControlaTPMProject.EarnedValue–TheStandardS-CurveTimeProgress2/3Time-3/4Progress1/3Time-1/4ProgressFigure07-06

Ch07:HowtoMonitor&ControlaTPMProject.EarnedValue–TheAggressiveCurveNorampup-nolearningtimeTimeProgress

Ch07:HowtoMonitor&ControlaTPMProject.EarnedValue–TheCurvetoAvoidAbout30%oftheworkdone70%to80%ofthetimegonebyTimeProgress

Ch07:HowtoMonitor&ControlaTPMProject.HowtoMeasurePercentofValueEarned100–00–10050–50ProportionoftaskscompletedReportdate100-00-10050-5010taskscomplete4tasksnotcomplete10/14Workinprocess

Ch07:HowtoMonitor&ControlaTPMProject.Figure07-07EarnedValue–CostVariance

Ch07:HowtoMonitor&ControlaTPMProject.Figure07-08EarnedValue–ScheduleVariance

Ch07:HowtoMonitor&ControlaTPMProject.HowtoMeasureEarnedValueFigure07-09

Ch07:HowtoMonitor&ControlaTPMProject.Figure07-10EarnedValue–TheFullStoryScheduleVarianceCostVariancePVACEVTimeProgress

Ch07:HowtoMonitor&ControlaTPMProject.Figure07-11EarnedValue–PV,EVandACcurves

Ch07:HowtoMonitor&ControlaTPMProject.EarnedValue–BasicPerformanceIndicesCostPerformanceIndex(CPI)Ameasureofhowclosetheprojectistospendingontheworkperformedtowhatwasplannedtohavebeenspent.

SchedulePerformanceIndex(SPI)Ameasureofhowclosetheprojectistoperformingworkasitwasactuallyscheduled.CPI=EV/ACSPI=EV/PVINDEXVALUES<1:overbudgetorbehindschedule>1:underbudgetoraheadofschedule

Ch07:HowtoMonitor&ControlaTPMProject.EarnedValue–PerformanceIndices

ProjectWeek8765493211.00.80.60.41.21.41.6CCCCCCSSSSSSunderbudgetaheadofscheduleoverbudgetbehindscheduleProject:ALPHAFigure07-12

Ch07:HowtoMonitor&ControlaTPMProject.EarnedValue–PerformanceIndices

Project:ALPHACCCCCCSSSSSSCSSCunderbudgetaheadofscheduleoverbudgetbehindschedule1.00.80.60.41.21.41.6ProjectWeek876549321Figure07-13

Ch07:HowtoMonitor&ControlaTPMProject.EarnedValue–PerformanceIndices

Project:ALPHACCCCCCSSSSSSCSunderbudgetaheadofscheduleoverbudgetbehindschedule1.00.80.60.41.21.41.6ProjectWeek876549321Figure07-14

Ch07:HowtoMonitor&ControlaTPMProject.EarnedValue–PerformanceIndices

PortfolioaveragePortfolio:BETAProgramaheadofschedulebehindschedule1.00.80.60.41.21.41.6ProjectWeek876549321Figure07-15

Ch07:HowtoMonitor&ControlaTPMProject.Initialdepositof10%oftotallabordaysAlloftheunfinishedfunctionsandfeaturesandthelabortimetodevelopthemarealsodepositedintheScopeBank.ThetimetoprocessandintegrateaScopeChangerequestdrawstimefromtheScopeBank.ToaddtimetotheScopeBankremoveunfinishedfunctionsandfeaturesanddeposittheirlabortimeintheScopeBank.ClientshouldcontinuouslyreprioritizecontentsoftheScopeBankManagingtheScopeBank

Ch07:HowtoMonitor&ControlaTPMProject.IDNumberDateloggedDescriptionoftheproblemImpactifnotresolvedTheproblemownerActiontobetakenStatusOutcomeMaintainingtheIssuesLog

Ch07:HowtoMonitor&ControlaTPMProject.WhoShouldAttend?WhenAreTheyHeld?WhatIsTheirPurpose?WhatIsTheirFormat?ManagingProjectStatusMeetings

Ch07:HowtoMonitor&ControlaTPMProject.EntireteamorTaskManagersfortasksopenforworkEveryonestandsupRotatethemeetingfacilitatorStatusofeachtaskisreportedOnscheduleAheadofschedule(byhowmuch)Behindschedule(byhowmuchandgetwellplan)UpdateScopeBankUpdateIssuesLogThe15-MinuteDailyStatusMeeting

Ch07:HowtoMonitor&ControlaTPMProject.AffectedpartiesonlyAgreeonproblemAgreeonwhoownstheproblemBrainstormsolutionsPrioritizesolutionsUpdateIssuesLogSchedulenextmeetingProblemManagementMeeting

Ch07:HowtoMonitor&ControlaTPMProject.ProblemEscalationStrategies–WhoControlsWhat?

ScopeandQualityTimeCostResourceAvailability

Ch07:HowtoMonitor&ControlaTPMProject.ProjectManager-BasedStrategiesNoactionrequired.Problemwillself-correctExaminedependencyrelationshipsReassignresourcesResourceManager-Base