Monitoring, Control & Reporting
The nature of control Develop a structured plan - the “baseline” for control Monitor the plan Assess current and forecast performance Take action to correct adverse trends
Project control cycle Baseline cost & schedule (Full Business Case) update actuals & forecast change control & corrective action re-sanction (if necessary)
Develop the Baseline Develop the scope of what is required Split the project into meaningful elements using a Work Breakdown Structure (WBS) Develop a schedule linking the various project elements Identify the resources needed for each element of the WBS Develop cost forecasts for each element of the WBS Forecast revenues and benefits Consider risks and options Develop a strategy (organisation, purchasing, risk, etc). Allocate tasks and responsibilities Initiate a documentation and reporting system
Monitoring &Control Cycle
Use of Curves
‘S’ Curves
Reporting Communicating project status
Those involved in programmes and projects need information Framework for reporting Specific reporting requirements Management of documentation
CORPORATE OBJECTIVES BUSINESS PLAN / AOB PROGRAMME PLANS AND OBJECTIVES PROJECT PLANS AND OBJECTIVES DETAILED PLANS AND BUDGETS QUARTERLY PERFOR- MANCE REVIEWS SUMMARY REPORTS EXCEPTION REPORTS PROGRAMME STATUS REVENUE FORECAST PROJECT STATUS REPORTS ACTUAL COSTS AND PROGRESS Board Business Unit LINE OF BUSINESS PROGRAMMES PROJECTS PRIMARY ELEMENTS/STAGES Information and Reporting Hierarchy
Project Number : 005/2/1Network Upgrade Programme - TransmissionJune 1998 Sanction Value Forecast Value Variance DescriptionQu. 1Qu. 2Qu. 3Qu. 4Qu. 5Qu. 6 Initial Investigation Feasibility Study Planning Evaluation Development Engineering Design Civil Works Cable Installation Commissioning (15) (32) Legend Status /Risks Business Implications Change Orders Sanction Value Forecast Value Last Month Sanction Forecast Plan Slippage Saving Progress Project Status Report
Business Programme : 005Network Upgrade Programme :005/2June 1998 Sanction Value Forecast Value Variance DescriptionQu. 1Qu. 2Qu. 3Qu. 4Qu. 5Qu. 6 Project 1 Project 2 Project 3 Project 4 Project (50) (20) (80) Legend Status /Risks Business Implications Change Orders Sanction Value Forecast Value Sanction Forecast Plan Slippage Saving Progress Sanction Revenue Forecast Revenue Last Month Corporate Broadband Services Programme Status Report
Business Programme : 005Corporate Broadband ServicesJune 1998 Sanction Value Forecast Value Variance DescriptionQu. 1Qu. 2Qu. 3Qu. 4Qu. 5Qu. 6 Legend Status /Risks Business Implications Change Orders A.O.B. Value Forecast Value A.O.B. Forecast AOB Plan Current Plan Slippage Saving A.O.B. Revenue Forecast Revenue Variance (800) (2000) (2000) (2000) Variance Cum. (800) (2800) (4800) (6800) (6800) Last Month (500) A.O.B (350) Programme Programme 2 (Network Upgrade) Project (400) Programme (600) Revenue Details Business Programme Status Report
June 1998 Prior Q1 Q2 Q3 Q4 Q5 Q6 Future Business Implications Year Year Summary Data AOB Sanction Forecast AOB Value Act/Frct Variance (1500) 100 (2000) GROWTH PROGRAMMES SUMMARY BUSINESS PROGRAMME :005 Corporate Broadband Services Sponsor : F. Smith Manager : B.Brown AOB Rev Act/Frct Variance (800) (2000) (2000) (2000) Functionality problems are likely to delay deployment of new capability. Initial loss of revenue wil lnot be recoverd. Investigating options to recover potential delays but will involve additional cost. Business Programme Summary Report
Operation & Closure Stage Final Cost Operational Costs Benefits & Revenue KPI & Performance
Final Cost Report Final Project Cost Actual cost Changes Claims? Commitments?
Cost & Revenue “J-curve” OPERATE IMPLEMENT REV less OPEX CASH FLOW TIME CAPEX COST
Business Review Stage Business Review Report have the forecast benefits been delivered? have other benefits been obtained? have initial revenue forecasts been achieved? is the cost of facilitating the benefit / revenue delivery in line with forecast ? what are the key learning points ?