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

2. 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

3. 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.
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4. 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 )
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5. Mid-term Survey Results – cont.
Majority of responses: 20/21 or ~95% Neutral to Strongly Agree
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6. Mid-term Survey Results – cont.
Majority of responses: 20/21 or ~95% Neutral to Strongly Agree
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7. Mid-term Survey Results – cont.
Majority of responses: 20/21 or ~95% Neutral to Strongly Agree
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8. Mid-term Survey Results – cont.
Majority of responses: 20/21 or ~95% Neutral to Strongly Agree
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9. 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
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10. 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
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11. 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
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12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

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

20. 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

21. 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

22. 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

23. 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

24. Ch07: How to Monitor & Control a TPM Project
Gantt Chart Project Status Report
Figure
07-02
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25. Ch07: How to Monitor & Control a TPM Project
Exception Report – Stoplight Reports
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26. Ch07: How to Monitor & Control a TPM Project
Burn Charts
Figure
07-03
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27. Ch07: How to Monitor & Control a TPM Project
Cumulative Reports - Milestone Trend Charts
Figure
07-04
Copyright Tom Sulzer © 2018

28. Ch07: How to Monitor & Control a TPM Project
Cumulative Reports - Milestone Trend Charts
Figure
07-05
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29. Ch07: How to Monitor & Control a TPM Project
Cumulative Reports - Milestone Trend Charts
Figure
07-06
Copyright Tom Sulzer © 2018

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

31. 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

32. Ch07: How to Monitor & Control a TPM Project
Earned Value – The Aggressive Curve
No ramp up - no learning time
Time
Progress
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33. 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

34. 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
10 tasks complete tasks not complete
10/14
Work in process
Copyright Tom Sulzer © 2018

35. Ch07: How to Monitor & Control a TPM Project
Earned Value – Cost Variance
Figure
07-09
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36. Ch07: How to Monitor & Control a TPM Project
Earned Value – Schedule Variance
Figure
07-10
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37. Ch07: How to Monitor & Control a TPM Project
How to Measure Earned Value
Figure
07-11
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38. 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
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39. Ch07: How to Monitor & Control a TPM Project
Earned Value – PV, EV and AC curves
Figure
07-13
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40. 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

41. 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

42. 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

43. 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

44. 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

45. 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

46. 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

47. 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?
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48. 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
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49. 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
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50. Resource Availability
Ch07: How to Monitor & Control a TPM Project
Problem Escalation Strategies – Who Controls What?
Scope and Quality
Time
Cost
Resource Availability
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51. 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

52. 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

53. 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
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54. 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?
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55. 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

56. 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

57. 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

58. - How to Close a TPM Project
Next Time
- How to Close a TPM Project
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