Project Management (x470)
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Module 04 : Knowing Where the Project Is
*Project Management (x470)
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*Class Road MapSessio
n 1Foundational Concepts
Sessions 2 & 3
Knowing WHAT the
Project Is
Session 4
Knowing WHERE the Project Is
Session 5
Closure, Group
Presentation, Advance
Topics
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*Session 5 Agenda
Short Quiz 3
• Questions / Review• Homework• Final Exam
Knowing WHERE the Project Is;
Closure
• Metrics• Traffic Light Reporting• Status Reporting Templates• Change Control• Closure (slide set in Mod 5)
Team Sessions
• Continue Project Plan Development
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*Project ExecutionMonitoring and Control
Project Approval
• Formal “Go” decision
• Project Charter• Project Manager
assigned
Project Plan
• Clear and approved project or phase definition
• Stakeholders• Scope
(Deliverables)• Schedule• Cost
Project Execution
• Complete deliverables per the project management plans
• Determine and communicate project status
• Knowing Where the Project Is
Knowing What the Project Is Deliverables completed, Status Report, Issues and Action Item Log, Meeting MinutesChange Request Approval / Rejection
Continual Team Development & Conflict Management
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*Knowing Where the Project Is:Why Metrics?To provide goal-centered feedback to detect and correct the
courseGuide• Course correction
Forewarn• Issue Detection
Inform• Collective meaning
Act• If you don’t act, don’t measure
Measurements mated with analysis and action!
What data is relevant?
Where is it best collected?
Who should analyze and act on it?
When should it be done?
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*Knowing Where the Project Is:Project Performance Data
Backward Looking• Project status-to-date:
schedule, cost, scope/quality
• Significant milestones completed
Forward Looking• Projected project
status• Milestones for the next
reporting cycle• Significant issues and
planned corrective actions / recommendations
• Project environment changes / review
Traffic Light ReportingEarned Value Reporting
Traffic Light Reporting
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Metric Status Trend
Schedule Green Green
Cost Yellow Red
Scope / Quality Green Green
Others Green YellowOverall Health Green Red
*Knowing Where the Project Is:Traffic Light Reporting
Need to define what the colors mean!
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*Knowing Where the Project Is:Sample Metric Status Definition Scope
Green No scope change.Yellow Change within 10% of original scope
Red Change over 10% of original scope. Need re-baseline.
ScheduleGreen On track for scheduled completionYellow Within 10% of scheduled completion
Red Over 10% scheduled completion. Need re-baseline.
CostGreen Completion within budgetYellow Completion within 10% of budget
Red Completion over 10% of budget. Need re-baseline.
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* Knowing Where the Project Is:Sample Metric Status Definition 2
Parameter Red Yellow Green Comments
Scope
Some “must have” deliverables cannot be delivered
Some “must have” deliverables are at risk
All “must have” deliverables on track to be delivered
Indicator reflecting approved functionality to be delivered by the project
Schedule Variance > 4 weeks
Variance > 1 weekVariance < 4 weeks
Project on track
Measured as variance of current Critical Path completion date to approved date
Cost Variance >10%
Variance > 5%Variance < 10%
Variance < 5%Measured as variance of (actuals + forecast to complete) to approved budget
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*Knowing Where the Project Is:Sample Metric Trend DefinitionColor DefinitionGreen Less than 20% probability that a project risk
that impacts a parameter target (scope, time, cost) will occur
Yellow 20% to 50% probability that a project risk that impacts a parameter target (scope, time, cost) will occur.
Red Greater than 50% probability that a project risk that impacts a parameter target (scope, time, cost) will occur
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*Knowing Where the Project Is:Project Dashboard
Project Metric Status Trend Problem Statement Corrective Action
Scope
Schedule
Cost
Overall Health
Executive Summary
Results
Next Steps
Working
Challenges
Significant results for the reporting period.
Significant work to be started for the next reporting period.
Significant work in progress for the reporting period.
Major issues, constraints, etc .
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*Knowing Where the Project Is:Simplified Project Dashboard
Project Status Trend Significant Results for the Period
Significant Work To Be Started or In-Progress for
the Period
Challenges and Corrective
Actions
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*Knowing Where the Project Is:Multiple Project ReportingProj ID Project Name
Project Manage
rMajor Issues
Sched Status
Tech Status Budget Savings Staffing Cust
Satis.Sched Comp. Overall
DISRUPTED PROJECTS
R R Y Y Y Y Y R R
Y G Y Y G G G G Y
TOP INITIATIVES (TI)
G G G G G G G G G
G G G G G G G G GINFRASTRUCTURE IMPERATIVES
G G G G G G G G G
G G G G G G G G G
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*Knowing Where the Project Is:Flexibility Matrix and Status Trigger
• Trigger point for Schedule ‘color’ can be tighter
• Trigger point for Cost color can be looser
Parameter High Medium Low
Scope Yes
Schedule Yes
Cost Yes
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*Knowing Where the Project Is: Earned Value Management
Planned Value (PV) – the physical work scheduled to be performed, including the estimated value of this work. (a.k.a. Budgeted Cost of Work Scheduled - BCWS)
Earned Value (EV) – the physical work actually accomplished, including the estimated value of this work. (a.k.a. Budgeted Cost of Work Performed - BCWP)
Actual Cost (AC) - the actual cost incurred to accomplish the earned value. (Actual Cost of Worked Performed - ACWP)
Schedule and cost status reporting tool!
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*Knowing Where the Project Is:Earned Value Example
A work on a project task is expected to cost $1500 to complete and the workers were scheduled to finish today. As of today however, the workers have actually expended $1350 and the best estimate is the task is 2/3 complete. Determine the Planned Value, Actual Cost and Earned Value at this point in time.
Task Budget = $1500
Money Spent = $1350% Complete = 2/3
Today
PV = 1500
AC = 1350
EV = (2/3)(1500) = 1000
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*Knowing Where the Project Is:Earned Value FormulaeCost Variance CV = EV - AC
Cost Variance in % CVP = (CV/EV) 100%
Cost Performance Index CPI = EV / AC
Schedule Variance SV = EV - PV
Schedule Variance in % SVP = (SV/PV) 100%
Schedule Performance Index SPI = EV / PV
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*Knowing Where the Project Is:Estimate at CompletionEAC = AC
EV X
The estimate at completion is the best estimate of the total cost at the completion of the project.
The EAC is a periodic evaluation of the status of the project - usually on a monthly basis or until a significant change has been identified.
(BAC)Other Formulae1. Actual plus new Estimate
To Complete EAC = AC + ETC
• Actual plus budget (PV) for remaining deliverablesEAC = AC + (BAC – EV)
• Actual plus budget for remaining deliverables modified by the performance indexEAC = AC + (BAC – EV)/CPI
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*Knowing Where the Project Is:Earned Value Status Reporting
SV
CV
PV
EV
AC
Time of measurement
CU
MM
ULA
TIVE
CO
ST, $
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*Knowing Where the Project Is:Using Earned Value IW
k PV AC % Done EV SV=
EV-PVCV=EV-AC
SPI=EV/PV
CPI= EV/AC
EAC= AC*BAC /
EV
1 400 420 23 368 -32 -52 0.92 0.88 1826
2 800 880 50 800 0 -80 1.00 0.91 1760
3 1200 1380 85 1360 160 -20 1.13 0.99 1624
4 1600 1500 100 1600 0 100 1.00 1.07
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*Knowing Where the Project Is:Using Earned Value II
Project: Software enhancement for a drug companyBaseline: Entire effort priced at $200K and scheduled for completion June 10th
As of June 10: Project cost to date is $195K. One activity is left in the project estimated to cost S25K.Find cost and schedule variance amounts, cost and schedule variance percentages, cost and schedule performance indexes, and estimate at completion amount.
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*Knowing Where the Project Is:Using EV II Solution
Given:BAC = $200K, PV = $200K, AC = $195KLast Activity Cost = $25K
Solution:EV = 200K – 25K = $175K
CV = EV – AC = 175K- 195K = -$20KSV = EV – PV = 175K – 200K = -$25KCV% = (CV / EV) 100% = (-20/175) 100% = -11%SV % = (SV / PV) 100% = (-25/200) 100% = -12.5%CPI = EV / AC = 175 / 195 = .897SPI = EV / PV = 175 / 200 = .875
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*Knowing Where the Project Is:Using EV II Solution (cont.)
EAC1 = (AC/EV) x BAC = (195/175)200K = $223K
EAC2 = AC + (BAC – EV) = 195K + 200K – 175K = 220K
EAC3= AC + (BAC – EV)/CPI = 195K + (200K-175K)/.897 = $223K
ETC = EAC – AC= 223 – 195 = 28K
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*Knowing Where the Project Is:Using Earned Value IIIProject: Construction of a new house
Baseline: Entire effort priced at $1.2M and scheduled for completion January next year.As of July 1: First project activity is a site survey with a budget of $80K. By July 1st, half of the site survey is expected to be completed. Cost to date is $60K and work is already 80% complete.Find cost and schedule variance amounts, cost and schedule variance percentages, cost and schedule performance indexes, and estimate at completion amount.
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*Knowing Where the Project Is:Using Earned Value IV
Deliverable Predecessor
Duration
ScheduledCost /
Day
A - 3 $1,000
B - 5 $2,000
C A 4 $4,000
D B 7 $1,000
E C 6 $2,000
F D 8 $3,000
DeliverableEnd of Week 1
Actual % Completed
CumulativeActual Cost
A 60% $1,500
B 30% $3,000
C 10% $2,000
D 0% 0
E 0% 0
F 0% 025
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A C
EB
DF
1 2 3 4 5 6 7 8 9 10
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Week 1
Schedule and Cost End of Week 1
Task Pred. Duration (Days)
Scheduled Cost /
DayActual %
DoneCumulative Actual Cost PV EV
A 3 $1,000 60% $1,500 $3,000 $1,800B 5 $2,000 30% $3,000 $10,000 $3,000C A 4 $4,000 10% $2,000 $8,000 $1,600D B 7 $1,000 0% $0 $0 $0E C 6 $2,000 0% $0 $0 $0F D 8 $3,000 0% $0 $0 $0 $6,500 $21,000 $6,400
Using Earned Value IV
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Schedule and Cost End of Week 1
Task Pred. Duration (Days)
Scheduled Cost / Day
Actual % Done
Cumulative Actual Cost PV EV
A 3 $1,000 60% $1,500 $3,000 $1,800B 5 $2,000 30% $3,000 $10,000 $3,000C A 4 $4,000 10% $2,000 $8,000 $1,600D B 7 $1,000 0% $0 $0 $0E C 6 $2,000 0% $0 $0 $0F D 8 $3,000 0% $0 $0 $0 $6,500 $21,000 $6,400
Using Earned Value IV
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*Knowing Where the Project Is:Using Earned Value IV (cont…)Task PV EV AC SV =
EV-PVCV = EV-AC
SPI = EV/PV
CPI = EV/AC
EAC = AC*BAC/EV
A 3000 1800 1500 -1200 300 0.6 1.2
73125
B 10000 3000 3000 -7000 0 0.3 1
C 8000 1600 2000 -6400 -400 0.2 0.8D 0 0 0E 0 0 0F 0 0 0
21000 6400 6500 -14600 -100 0.305 0.98
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*Knowing Where the Project Is:Using Earned Value: HW Gantt ChartA
C E
BD
F1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Week 1 Week 229
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*Knowing Where the Project Is:Project Change ControlObjective
Manage changes to project via an approved change control process
DeliverableApproved / rejected change request documentUpdated project and product process deliverables
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*Project Team Development
* Enhancement of stakeholders’ ability to contribute as individual and team’s ability to function as a team
* Team building activities* Reward and recognition* Training
Projects are managed through its people!
Deliverables
Project Manager
Resources
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*Knowing Where the Project Is:Monitor & Control “Best Practices”* Formalized review process with
participation from management on issue resolution
– Gate review– Status review
* Check-in, stay in-touch* Maintain an open environment* Tracking intensity proportionate to
project importance / priority