IS 455 - Project Management How to Monitor & Control a TPM Project

Agenda Welcome back House cleaning Schedule Change Mentor / Projects Update Should be meeting weekly Should be doing weekly status reports Mid semester survey results How to Monitor & Control a TPM Project Copyright Tom Sulzer © 2018

Schedule Change We will have class Tuesday April 3rd and Team Time Thursday April 5th. We will have Team Time Tuesday April 10th instead of class. We will have class Thursday April 12th. We will have Team Time Tuesday April 17th instead of class. We will have class Thursday April 19th. We will have class back to its original schedule on Tuesdays and Team Time on Thursdays after. Copyright Tom Sulzer © 2018

Mid-term Survey Results Background: 4 Liker-scale questions 4 short answer questions Present results unfiltered Analysis is basically to find where the majority of responses fall. Caveats: Survey is representative of those that took the survey Sample size is fairly small and may not be reflective of majority The number of students who took the survey this semester is: 22/52 or ~42% (not a majority of the class ) Copyright Tom Sulzer © 2018

Mid-term Survey Results – cont. Majority of responses: 20/21 or ~95% Neutral to Strongly Agree Copyright Tom Sulzer © 2018

Mid-term Survey Results – cont. Majority of responses: 20/21 or ~95% Neutral to Strongly Agree Copyright Tom Sulzer © 2018

Mid-term Survey Results – cont. Majority of responses: 20/21 or ~95% Neutral to Strongly Agree Copyright Tom Sulzer © 2018

Mid-term Survey Results – cont. Majority of responses: 20/21 or ~95% Neutral to Strongly Agree Copyright Tom Sulzer © 2018

Mid-term Survey Results – cont. Question 3. What aspects of this class are helping you learn? Prioritized Summary: Real life experience/Mentor Meetings 16 Weekly Quizzes/Unlimited attempts 3 The PowerPoints Simulation project is probably the best tool so far 2 Guest speakers helpful I like having work time during class. With a busy schedule it can be hard to meet outside of class time Lecture Working with groups always helps me learn, especially in a project setting because for every project your group is going to be different and you have to adjust to that. Total 28 Copyright Tom Sulzer © 2018

Mid-term Survey Results – cont. Question 4. What aspects of this class are not helping you learn? Prioritized Summary:   The in-class PowerPoint lectures. The ppt's are very long and there isn't much change to the pace of them. Adding some activities to "mix it up" from the PowerPoints would be helpful. 6 Having just straight lecture on Tuesday. I think it would be helpful to have more in class activities where we actually have to create a Gannt chart or work as a team to generate a list of ways to overcome barriers. I personally find it helpful to have a worksheet or exercise to work on during class. 4 The fill in the blank quizzes. real pain... 3 Tom's approach and teaching style have been effective thus far. I wish the class size was a little smaller so it would be more conversational. The mentor project is a good idea, but we have had very little guidance or support. It's hard to know what we should be doing at times when there has been little communication from mentor. It also feels like a one-man job as I have been doing all the work. I think that more of an explanation of what the class really is, and what will be going on would be more helpful. A lot of students kept asking what were we doing, in the beginning. I think explaining it the first day a bit more in detail would help students understand they are getting a shot at real life experiences, and that the class is more a hands on, then scholarly. Total 19 Copyright Tom Sulzer © 2018

Mid-term Survey Results – cont. Question 5. What are you doing to help yourself learn the different aspects of this class? Prioritized Summary: Reading / Reviewing the textbook 8 Exploring the materials from the mentors and asking them questions. 5 Going over PowerPoint slides 3 Ask questions as needed and work effectively with my group and mentor via getting what is needed completed and good communication. Applying topics from lecture to my client project 2 Review outside of class Content from lecture Multiple attempts at quizzes has helped me learn more and remember more My group is great and we have been in contact a lot about our project and about any questions we have in class. Utilizing online resources for quiz preparation Weekly quizzes Total 30 Copyright Tom Sulzer © 2018

Mid-term Survey Results – cont. Question 6. Please provide specific suggestions that would help you learn better in this class. Prioritized Summary: I am more a hands-on person rather than a book person. I do better with assignments and work than I do with exams. I think that real life experiences such as our project is the best thing in preparing me for the future. (more in class activities are helpful) 7 When you use real life examples in your lectures that is when I find myself most able to pay attention (like the banana boat example). 4 Use a microphone when speaking because it is hard to hear you sometimes.  I liked how we started allocating class time on Thursdays as "Team Time". Having a set time where all team members are available to meet either as a team or with our mentor is beneficial in balancing IS 455 with our busy schedules. 2 None D2L quizzes that are more reasonable Extending the timeframe for taking the quizzes.  15 minutes is too short. It would be nice to see the weekly quizzes open up sooner, with my schedule I am usually forced to do them on the weekends, it would be great to be able to do them during the week I think we should do the simulation as a group. It's likely that in the real world we will need to work together to produce a schedule/put a plan together, so we should do it in the simulation as well. It is a very large and complex project. Different backgrounds and knowledge would produce better results. More focused on the course concepts. Copyright Tom Sulzer © 2018

Mid-term Survey Results – cont. Question 6. Please provide specific suggestions that would help you learn better in this class. Prioritized Summary: Not PowerPoints with 50+ slides. We need more guidance. There seems to be little structure at times. We need more feedback on status reports, your expectations throughout this mentor project, and just communication in general. Copyright Tom Sulzer © 2018

Effective Project Management: Traditional, Agile, Extreme Managing Complexity in the Face of Uncertainty Ch07: How to Monitor & Control a TPM Project Presented by Tom Sulzer Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Summary of Chapter 7 Using tools, templates, and processes to monitor & control a TPM 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 strategy Gaining approval to close the project Copyright Tom Sulzer © 2018

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 (EVA) Integrated milestone trend charts and EVA Project status meetings Problem escalation strategies Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Characteristics of Effective Progress Reporting Timely, complete, accurate, and intuitive Isn’t burdensome and counterproductive Readily acceptable to senior management An effective early warning system Easily understood by those who need to know Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Five Types of Project Status Reports Current period reports Cumulative reports Exception reports Stoplight reports Variance reports Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Gantt Chart Project Status Report Figure 07-01 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Why Measure Duration and Cost Variances Catch deviations from the curve early Dampen oscillation Allow early corrective action Determine weekly schedule variance Determine weekly effort (person hours/day) variances Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project How and What Information to Update 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 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project How to Keep a Project on Schedule Hold daily team meetings Complete tasks ASAP 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 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Variances Positive Variances – deviations from the plan indicating that an ahead-of-schedule or a cost less than budgeted has occurred Negative Variances – deviations from the plan indicating that a behind-schedule or cost greater than the budgeted has occurred Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Gantt Chart Project Status Report Figure 07-02 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Exception Report – Stoplight Reports Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Burn Charts Figure 07-03 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Cumulative Reports - Milestone Trend Charts Figure 07-04 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Cumulative Reports - Milestone Trend Charts Figure 07-05 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Cumulative Reports - Milestone Trend Charts Figure 07-06 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Cumulative Reports - Milestone Trend Charts Figure 07-07 Copyright Tom Sulzer © 2018

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 07-08 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Earned Value – The Aggressive Curve No ramp up - no learning time Time Progress Copyright Tom Sulzer © 2018

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 Copyright Tom Sulzer © 2018

10 tasks complete 4 tasks not complete 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 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Earned Value – Cost Variance Figure 07-09 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Earned Value – Schedule Variance Figure 07-10 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project How to Measure Earned Value Figure 07-11 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Earned Value – The Full Story Schedule Variance Cost Variance PV AC EV Time Progress Figure 07-12 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Earned Value – PV, EV and AC curves Figure 07-13 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Earned Value – Basic Performance Indices Schedule Performance Index (SPI) A measure of how close the project is to performing work as it was actually scheduled. SPI = EV/PV 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. CPI = EV/AC INDEX VALUES < 1: over budget or behind schedule > 1: under budget or ahead of schedule Copyright Tom Sulzer © 2018

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 S under budget ahead of schedule over budget behind schedule Project: ALPHA Figure 07-14 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Earned Value – Performance Indices Project: ALPHA 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 07-15 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Earned Value – Performance Indices Project: ALPHA 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 07-16 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Earned Value – Performance Indices Portfolio: BETA Program 1.6 1.4 1.2 ahead of schedule 1.0 0.8 behind schedule 0.6 0.4 1 2 3 4 5 6 7 8 9 Figure 07-17 Project Week Portfolio average Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Managing the Scope Bank 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 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Maintaining the Issues Log ID Number Date logged Description of the problem Impact if not resolved The problem owner Action to be taken Status Outcome Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Managing Project Status Meetings Who Should Attend? When Are They Held? What Is Their Purpose? What Is Their Format? Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project The 15 Minute Daily Status Meeting 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 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Problem Management Meeting Affected parties only Agree on problem Agree on who owns the problem Brainstorm solutions Prioritize solutions Update Issues Log Schedule next meeting Copyright Tom Sulzer © 2018

Resource Availability Ch07: How to Monitor & Control a TPM Project Problem Escalation Strategies – Who Controls What? Scope and Quality Time Cost Resource Availability Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Problem Escalation Strategies 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 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Escalation Strategy Hierarchy 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 Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Gaining Approval to Close the Project When the client is satisfied that the acceptance criteria have been met the project enters the closing phase Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Class discussion #1: What are the advantages and disadvantages of confirming the accuracy of status reports filed by your team members? Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Class discussion #2: You correctly defined and introduced the Scope Bank to your client, who initially agreed to use it. However, the client seems to have forgotten their agreement. The Scope Bank needs a deposit in order to process a new change request, and the client insists on integrating the most recent change request without removing any functions or features not yet integrated into the solution. You are at an impasse. How will you resolve the stalemate? Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Class discussion #3: Case Study—Pizza Delivered Quickly (PDQ) The project work is soon to begin, and you are conferring with your team members to decide on reporting requirements and frequency. Take into account the stakeholders in this project and what their needs might be. Refer back to the case study background statement in the book’s “Introduction” for the input you will need to answer the following questions: Who are the people that you need to hear from to determine whether they are satisfied with your progress on this project? Copyright Tom Sulzer © 2018

Ch07: How to Monitor & Control a TPM Project Class discussion #4: Case Study—Pizza Delivered Quickly (PDQ) The project work is soon to begin, and you are conferring with your team members to decide on reporting requirements and frequency. Take into account the stakeholders in this project and what their needs might be. Refer back to the case study background statement in the book’s “Introduction” for the input you will need to answer the following questions: How will you get information from your team and distribute it to the other stakeholders for this project? Copyright Tom Sulzer © 2018

- How to Close a TPM Project Next Time - How to Close a TPM Project Copyright Tom Sulzer © 2018