Evaluation and Reporting ENTC 4060 Project Scheduling.

Slides:



Advertisements
Similar presentations
Project Management.
Advertisements

Project Management Concepts
Performance Management
Your Research and Planning Timeline 1 How to Manage Expectations and Having Fun.
Program Management Office (PMO) Design
OPSM 639, C. Akkan Monitoring Progress How does a project get one year late? … One day at a time –Frederick P. Brooks MBWA: Management by Walking Around.
The Project Audit What and why Benefits of a project audit
Project What is a project A temporary endeavor undertaken to create a unique product, service or result.
1 LaCrosse PMI Chapter Meeting A discussion about the Introduction of PM within your business 4/20/2011 Jim Strong Mayo Clinic DLMP PMO Director.
Project Plans CSCI102 - Systems ITCS905 - Systems MCS Systems.
Project Work and Administration
Chapter 3: The Project Management Process Groups
By Saurabh Sardesai October 2014.
10.5 Report Performance The process of collecting and distributing performance information, including status reports, progress measurements and forecasts.
This work is licensed under a Creative Commons Attribution 3.0 Unported LicenseCreative Commons Attribution 3.0 Unported License (CC-BY). Project Management.
IS&T Project Management: How to Engage the Customer September 27, 2005.
Project Communications Management J. S. Chou Assistant Professor.
Planning. SDLC Planning Analysis Design Implementation.
Chapter 9. Intro  What is Project Management?  Project Manager  Project Failures & Successes Managing Projects  PMBOK  SDLC Core Process 1 – Project.
NORMA GOMEZ, MBA, MSN, RN, CNN Unique Challenges for the Nephrology Professional in Managing Change.
Communication. Levels of Communication 3 levels: Social,Therapeutic, Collegial – Social: interactions for the purpose of accomplishing tasks or building.
Advanced Project Management Project Plan Templates
Project Communication and Documentation 12. Chapter Concepts Suggestions for enhancing personal communication, such as face-to-face discussions and written.
DPW BD&C Employee Performance Evaluation Guideline Discussion
McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, All Rights Reserved Business Plug-In B15 Project Management.
 A project is “a unique endeavor to produce a set of deliverables within clearly specified time, cost and quality constraints”
S/W Project Management
9 Closing the Project Teaching Strategies
1 MBA PROJECT Nasir Afghan/Asad Ilyas. 2 Objective To enable MBA students to execute a client focused challenging assignment and to enhance.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. BUSINESS DRIVEN TECHNOLOGY Business Plug-In B10 Project Management.
© Gunnar Wettergren1 IV1021 Lecture 6 – Monitoring and terminating Gunnar Wettergren
Recap from last week Understand organizations, including the four frames, organizational structures. Explain why stakeholder management and top management.
Chapter 12 Project Communication and Documentation
Chapter 4 The Project. 2 Learning Objectives Third phase starts after a contract is drawn up and ends when the project objective is accomplished; final.
© 2012 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be different from the U.S.
1 Project Management Introduction. 2 Chap 1 What is the impact? 1994: 16% of IT projects completed “On-Time” 2004 : 29% of IT projects “On- Time” 53%
Lecture 11 Managing Project Execution. Project Execution The phase of a project in which work towards direct achievement of the project’s objectives and.
SacProNet An Overview of Project Management Techniques.
ISM 5316 Week 3 Learning Objectives You should be able to: u Define and list issues and steps in Project Integration u List and describe the components.
Project monitoring and Control
Chapter 11. Intro  What is Project Management?  Project Manager  Project Failures & Successes Managing Projects  PMBOK  SDLC Core Process 1 – Project.
© 2012 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be different from the U.S.
Project Life Cycle.
Communications Skills (ELE 205)
Copyright 2008  Project management process groups progress from initiating activities to planning activities, executing activities, monitoring and controlling.
PM00. 6 Project Management Preparation for Success
Monitoring and Evaluation
Communications Skills (ELE 205) Dr. Ahmad Dagamseh Dr. Ahmad Dagamseh.
IAEA International Atomic Energy Agency International peer review on evaluation of nuclear power infrastructure A. Cardoso Department of Technical Cooperation.
SOLUTION What kind of plan do we need? How will we know if the work is on track to be done? How quickly can we get this done? How long will this work take.
Communications Management
Test status report Test status report is important to track the important project issues, accomplishments of the projects, pending work and milestone analysis(
Project Plan Tracking – Fundamentals Lesson 8. Skills Matrix SkillsMatrix Skill Establish a project baseline Track a project as scheduled.
IT-465 Introduction to Lean part Two. IT-465 Lean Manufacturing2 Introduction Waste Walks and Spaghetti Charts Outcomes Understand what a waste walk is.
1 Chapter 8 karvaytMélKMerag nig kareFVIr)aykarN_ nig karbiTKMerag Project Evaluation, Reporting, and Termination.
Where Module 04 : Knowing Where the Project Is 1.
BSBPMG501A Manage Project Integrative Processes Manage Project Integrative Processes Project Integration Processes – Part 2 Diploma of Project Management.
The Contract Management Process Post Award Activities.
1 1 Effective Administration of Commercial Contracts Breakout Session # Session D06 Name: Holly Walker, CPCM Corporate Learning Solutions and Contract.
Chapter 10: Project Communications Management Information Technology Project Management, Fifth Edition.
The Project Management Process Groups
IS&T Project Reviews September 9, Project Review Overview Facilitative approach that actively engages a number of key project staff and senior IS&T.
MGT 437 OUTLET Become Exceptional/mgt437outlet.com FOR MORE CLASSES VISIT
BUSINESS DRIVEN TECHNOLOGY
IS&T Project Reviews September 9, 2004.
Project Management Process Groups
QA Reviews Lecture # 6.
Chapter 12 Project Communication and Documentation
Time Scheduling and Project management
(Project) SIGN OFF PROCESS MONTH DAY, YEAR
Presentation transcript:

Evaluation and Reporting ENTC 4060 Project Scheduling

Why Track a Project? Keep the following on target:  Cost — Expenditures  Time — Schedules  Scope — Technical performance

Project Manager’s Duties  Oversees work  Coordinates corrective action as required  Evaluates status  Initiates communication  Up and down chain of command

Purpose of Evaluation  Assess performance  Reveal areas of deviation from original scope &/or goals  Snoop out potential problem areas  Keep stakeholders informed

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?”

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

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

Project Reporting  Four Methods of Reporting  Graphics (charts & tables)  Reports (oral & written)  Observations (MBW)  Review meetings

Graphical Methods—Pros  Most efficient  Consolidate large amounts of data into easily understood information  Clarify project progress, performance, & projections  Distribute &/or display

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

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

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

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

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

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

Formal Review Meetings  Four common  Preliminary Design Review  Critical Design Review  Functional Readiness  Deliverable Readiness & Fitness

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

Informal Meetings  Goals: 1.Uncover problems & emerging issues 2.Suggest corrective action  Expect problems  Avoid “finger pointing” and assigning blame  PM functions as group facilitator and encourages honesty & candor

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

Monthly Progress Reports  Brief project status summary  “Red Flag” items & corrective action  Accomplishments, changes, & projections  Minor problem areas & corrective action  Cost & manpower situation

Reports to Project Manager  Work completed to date  Forecasts:  Costs at completion  Schedule expectations  Financial status  Incurred costs  Planned vs. actual

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”