Project Implementation Section 4.0 Project Implementation

Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Instructor Say The next phase on the Roadmap to Project Management success is project implementation. The implementation phase is the time when the project team actually completes all of the tasks in the project. As you can see, the project manager has several responsibilities associated with implementing the project. These responsibilities are in addition to any project activities that the project manager has as a team member. Copyright 2001, General Physics Corporation Instructor Guide

Factors that Ensure Success Update the project plan Stay within scope Authorized change implementation Providing deliverables on time Conducting project reviews MBWA Progress Performance Moral

Project Manager’s Role Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Project Manager’s Role Managing customer expectations Carrying out project start-up activities Directing and supporting the project team by using leadership skills Tracking activities Communicating project status Managing change to control deviations from the established plan Resolving issues in a timely manner Maintaining the project notebook Instructor Say The key responsibilities of the project manager during implementation are: Managing customer expectations Carrying out project start-up activities Directing and supporting the project team by using leadership skills Tracking activities to ensure that they: Communicating project status by: Managing change to control deviations from the established plan Resolving issues in a timely manner Maintaining the project notebook This not any easy job and time must be allocated in the project plan to perform these tasks. Copyright 2001, General Physics Corporation Instructor Guide

Implementation Model Step 1 Perform Tasks Resolve Issues Step 4 Update the Plan Step 2 Track Progress Step 3 Manage Change

Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Instructor Say As mentioned earlier, one of the key activities of the project team during implementation is to perform all of the tasks that make up the project. In order to be successful, team members need to know their work assignments, work authorization procedures, communication lines, reporting procedures, the project schedule, etc. All of these items need to be addressed early in the implementation phase as part of project start-up. Copyright 2001, General Physics Corporation Instructor Guide

Collect Project Data Team Member Status Reports Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Collect Project Data Team Member Status Reports Team Member Status Review Meetings Project Manager Instructor Say Collecting project status data is a time consuming, necessary, and ongoing activity of the project manager. The project manager obtains progress data from many sources: Team member status reports Team status review ratings Supplier status reports/meetings Automated information systems Automated Information Systems Supplier Status Reports/ Meetings Copyright 2001, General Physics Corporation Instructor Guide

Reporting Activity Progress Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Reporting Activity Progress Estimate to complete (ETC) 80 hour rule Instructor Say The most accurate way to report activity progress is to estimate the amount of time required to complete the activity (hours, days, etc.) This reporting method should provide accurate status especially if the 80-hour rule was used when doing the work breakdown structure. Definition 80-hour rule: No tasks should be larger than 80 hours. Copyright 2001, General Physics Corporation Instructor Guide

Percent Completion Reporting Period 1 2 3 4 5 6 7 8 Planned 20 40 60 90 100 Actual 94 96 97 97.5 Everything looks fine until you reach 90%!

Reporting Project Progress Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Reporting Project Progress Progress review meeting Project reports Instructor Say Progress review meetings and project status reports are the two most common ways of reporting project status. Copyright 2001, General Physics Corporation Instructor Guide

Project Progress Data Detail data: All activities Detail Gantt charts Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Project Progress Data Detail data: All activities Detail Gantt charts All milestones All risks and issues Project manager Team members Cross-functional groups Level of Detail Presented Audience Summary data: Summary activities Decision matrix Major risks Serious Issues Senior management Project sponsor Customer Program manager Instructor Say Remember that when reporting project status, either at a meeting or in a report, the level of detail reported is a function of the audience being addressed, as well as contractual reporting requirements. A good rule of thumb is to only report summary data to higher level management and the customer. Detailed project data should be included in reports to the project manager, team members and cross-functional groups. Progress review meetings should reflect status of the project. This is the time to assess the state of the project, look back, and look forward and determine appropriate corrective action. The frequency of meetings will be determined by the duration and end dates of activities. Formal project progress review meetings should be held every 2 weeks. When deadlines approach or activities are less than one week in duration, meetings should occur weekly. This way, important activities and deliverables are not overlooked or allowed to slip by unnoticed because everyone is waiting for the next meeting. Copyright 2001, General Physics Corporation Instructor Guide

Project Progress Review Meetings Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Project Progress Review Meetings Review of action items from last meeting Update on activities and schedule Problem identification and corrective action planned Review of issues (closed, open, new) Change request status Risk status Plan for next period Instructor Say A typical agenda for a formal project progress review meeting is shown in the slide. Instructor Do Quickly cover each of the points in the slide. Remember that meeting minutes should be written and distributed within 2 days of the meeting. Transition In addition to formal review meetings, written project progress reports are an excellent way to communicate project status. Do any of you use a project progress report? Do you use it as a tool or are you required to complete them? A generic project progress report form is included in your participant manual on pages 4-6-8, 4-6-9, and 4-6-10. Copyright 2001, General Physics Corporation Instructor Guide

This is the first page of the progress report. Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Instructor Say This is the first page of the progress report. In the top section of the form, project administrative data is included: Project title Project manager Authorization reference Data submitted Report period Contract charge number Usually the only items that change in this section are date submitted and report period. In the area titled Summary of Progress During Period refer to your Gantt chart and summarize the progress made on project tasks during the reporting period: Tasks completed Tasks started Tasks in progress since last period Copyright 2001, General Physics Corporation Instructor Guide

Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Instructor Say The next stop on the Roadmap to Project Management Success is tracking progress. The objective of project tracking and control is to evaluate project progress against the original plan and take corrective action to minimize deviation. Copyright 2001, General Physics Corporation Instructor Guide

Project Tracking and Control Step 1 Perform Tasks Step 4 Update the Plan Step 2 Track Progress Resolve Issues Step 3 Manage Change

Compare Progress to Plan Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Compare Progress to Plan Quality reviews Gantt schedule performance charts Cost performance charts Earned value techniques Instructor Say As shown in the slide, several tools can be used to measure performance against the baseline plan for quality, schedule, and cost. We’re now going to spend a few minutes discussing each of them. Copyright 2001, General Physics Corporation Instructor Guide

Quality Reviews Product design Specifications Manuals Parts Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Quality Reviews Product design Specifications Manuals Parts Computer program code Instructor Say Special meetings, called quality reviews, should be held to review the status of project deliverables. The purpose of the meeting is to determine if the predefined customer expectations related to quality for a particular deliverable are being met. The focus of the meeting should be on the deliverable and not the producer. Some of the deliverables that should be reviewed are shown on the slide. These meetings are important to conduct. Unfortunately, when projects get behind schedule, they seem to be among the first things that get dropped. Copyright 2001, General Physics Corporation Instructor Guide

Schedule Performance Charts Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Schedule Performance Charts Gantt charts Cost Performance Instructor Say Gantt charts and milestone charts can be used to evaluate schedule information. Their application in planning can be extended by showing the original project plan baseline compared to the current plan. Transition We’re now going to look at some examples of their use. Copyright 2001, General Physics Corporation Instructor Guide

Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Gantt Chart Instructor Say An example Gantt chart for showing schedule performance five weeks after project start is shown here. Two schedules are shown on the chart: The original plan for each activity is indicated by the letter P. Actual progress and the current forecast is plotted below the original plan for each activity and is indicated by the letter A. Activity bars that are shaded indicate progress. Actual work has taken place on these activities. Instructor Do Ask the students to review the chart and determine how the project is doing. According to the chart, Activity B was completed one week behind schedule because it took two weeks rather than one week as originally planned. As a result, activities E and F were not started and have been delayed by one week. Ask the students to name some things that could have caused this. Copyright 2001, General Physics Corporation Instructor Guide

Cost Performance Week Planned Value Actual Costs 1 $3,000 $8,000 2 $6,000 $16,000 3 $18,000 $30,000 4 $48,000 5 $44,000 $66,000 6 $54,000 7 $64,000 8 $80,000 9 $83,000 10 $89,000

Earned Value Analysis (EVA) Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Earned Value Analysis (EVA) Performance status based on costs Project projection tool Originated by government Instructor Say Gantt charts and milestone charts can be used to evaluate schedule information. Their application in planning can be extended by showing the original project plan baseline compared to the current plan. Transition We’re now going to look at some examples of their use. Copyright 2001, General Physics Corporation Instructor Guide

Earned Value Analysis System

Earned Value Analysis (EVA) Terminology Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Earned Value Analysis (EVA) Terminology Planned Value (PV) This is the budget for what was scheduled to have been performed within the reporting period. This may also be called the budget plan, performance measurement baseline or planned earned value for this period. Actual Cost (AC) The actual cost of work completed within a given reporting period. This includes only those costs related to work performed to date. Estimate to Complete (ETC) What it will cost to finish the rest of the project or an individual work task. Instructor Do Read the definitions. Copyright 2001, General Physics Corporation Instructor Guide

EVA Terminology Budget at Completion (BAC) Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation EVA Terminology Budget at Completion (BAC) The budget approved for the project. This is also called the performance measurement baseline for the project. Estimate at Completion (EAC) Forecasted project cost determined at the end of each reporting period. Earned Value (EV) This is the budgeted cost for the work that has actually been performed within the given reporting period. Actual earned value is the sum of the budgets for all work that has been completed for the reporting period. At the activity level, it is equal to the percent complete of an activity times its original budget. Instructor Do Read the definitions. In earned value analysis, in order to measure project performance, we must also calculate actual earned value or budgeted cost of work performed (BCWP). Read the definition. Instructor Say Once this is done, we’ll be able to compare planned accomplishment (BCWS = “planned earned value”) and actual accomplishment (BCWP = “actual earned value”) in order to determine how the project is doing. Copyright 2001, General Physics Corporation Instructor Guide

Earned Value Costs Weeks Planned Value Actual Costs Earned Value 1 $3,000 $8,000 2 $6,000 $16,000 3 $18,000 $30,000 4 $44,000 $27,000 5 $66,000 $36,000 6 $54,000 7 $64,000 8 $80,000 9 $83,000 10 $89,000

Earned Value Exercise Calculate the Earned Value Data for the project: CV and CPI SV and SVI % Complete % Spent Is the project in trouble?

Exercise Answers EVA Parameter Indicator Value CV -$30,000 CPI 0.545 SV -$8,000 SPI 0.818 % Complete 40.4% % Spent 74.2%

EVA Projections Estimate At Completion (EAC) = BAC/CPI = 89/0.545 = 163.3 Estimate to Complete (ETC) = EAC – AC = 163.3 – 66 = 97.3 Estimated Additional Time = 2.2 Weeks To complete this project it is estimated to take an additional $97,300 and it will be approximately two weeks late.

Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Instructor Say Managing change is the next stop on the Roadmap to Project Management Success. Copyright 2001, General Physics Corporation Instructor Guide

Managing Project Change Step 1 Perform Tasks Step 4 Update the Plan Step 2 Track Progress Resolve Issues Step 3 Manage Change

Categories of Change Customer requested All others Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Categories of Change Customer requested Typically the largest source of change All others Internal company requests Government regulation Team members Changes Instructor Say Changes can be classified into two major categories: Changes in projected scope as a result of specific requests by the customer. All other changes that may impact quality, cost, and schedule that require some form of corrective action. Copyright 2001, General Physics Corporation Instructor Guide

Formal plan for controlling change. Change Request Process Formal plan for controlling change.

Addressing Project Changes Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Addressing Project Changes Call a team meeting. Explain what the change is. Obtain feedback from team members. Identify alternative corrective options. Prepare a decision matrix. Select a recommended option(s). Present information to upper management/customer. Implement the approved course of action. Instructor Say In some cases, you cannot effectively deal with a change without the support of upper level management. In other cases, it is upper level management that mandates the change. For example, a program may need to go to the market sooner, so your deadline is moved up. Or, global budgetary cut-backs are required, which impacts your project budget. In other words—you must do the same project for less money. For either situation, you must present information to management so they can help you decide on the best course of action. You must be able to present the right information so that the “best” decision can be made. Copyright 2001, General Physics Corporation Instructor Guide

Decision Matrix RISK OPTION IMPACT ON SCHEDULE QUALITY COST Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Decision Matrix RISK OPTION IMPACT ON SCHEDULE QUALITY COST Describe course of action for this option Quantify impact on quality on cost on schedule Indicate level of risk as: H - high M - medium L - low Use overtime to complete work that’s behind schedule No impact on quality Will increase cost by 5% Will get project back on L Overlap work on later critical path activities by adding staff cost by 10% H Instructor Say We have found that this “decision matrix” allows managers to weigh all the options. It also helps them ask the right questions. The “decision matrix” can also be used to facilitate decisions when your project team alone is handling the change. Read through the explanation of how to complete the decision matrix. Instructor Do Copyright 2001, General Physics Corporation Instructor Guide

Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation 4-5-1 Instructor Say Throughout the implementation phase, issues can occur which will seriously impact project success if not addressed in a timely fashion. An issue is any unresolved item that needs to addressed. It can be as simple as a request for information or as serious a loss of key personnel. It is the responsibility of the project manager to make sure issues are identified, assigned, and resolved. Copyright 2001, General Physics Corporation Instructor Guide

Issue Resolution Disagreements that should be … Documented Assigned Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Issue Resolution Disagreements that should be … Documented Assigned Scheduled Tracked Escalated Resolved Instructor Say A single process for resolving issues is to: 1.Document the issue. Assign a number for tracking. Assign a priority (low, medium, or high). Describe the issue. 2. Assign the issue to someone for resolution. 3. Schedule its completion. 4. Track its status. 5. Escalate the issue to senior management if their involvement is required. 6. Once the issue is resolved, close it out by recording the actual completion date. Copyright 2001, General Physics Corporation Instructor Guide

Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation 4-6-1 Instructor Say Once project status has been determined and change management decisions made, the project plan needs to be updated and project progress reported. This is the next stop on the Roadmap to Project Management Success. Copyright 2001, General Physics Corporation Instructor Guide

Plan Updates Step 1 Perform Tasks Step 4 Update the Plan Step 2 Track Progress Resolve Issues Step 3 Manage Change

Section 4.0 End of Implementation Phase Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation Section 4.0 End of Implementation Phase Copyright 2001, General Physics Corporation Instructor Guide