1. Chapter 11 – Project Dashboard
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

2. Chapter 11 – Project Dashboard
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

3. Chapter 11 – Project Dashboard
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

4. Chapter 11 – Project Dashboard
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

5. Chapter 11 – Project Dashboard
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

6. Chapter 11 – Project Dashboard
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

7. Chapter 11 – Project Dashboard
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

8. Chapter 11 – Project Dashboard
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

9. Chapter 11 – Project Dashboard
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

10. Transparency Regular measurements Quantitative Qualitative
Pitfalls of assessment– or misunderstandings of why you measure.
1. Too much time spent at a cost to real work
2. Gaming the perceived intent of the measuring
3. Measuring people and not the project
You get what you measure!
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

11. Measure more than one thing
Recommendations:
Go back to your drivers, constraints, and floats
Pick at least four
Those four are the areas you are most likely to modify during the project.
Measure them!
You need to see what to change…
You need more than just the start and end dates.
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

12. Measuring progress towards completion
What is meant by completion?
“… the only accurate way to measure progress for a software project is to measure how many features the project team has completed.”
What about serial projects?
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

13. Velocity Chart to check schedule progress
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

14. Iteration Contents Chart
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

15. Estimated Quality Factor
Figure 11.4 (Page 210)
Track estimates versus actual completion data
Area indicates error
Remember…
Schedule estimates are just guesses… showing why the schedule varies and explaining it is useful…
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

16. Estimated Quality Factor
End of the
Project
Estimated End Date
1-Jan 1-Feb 1-Mar 1-Apr 1-May 1-June 1-Jul 1-Aug 1-Sep 1-Oct 1-Nov
How good were your estimates
Date of Estimate
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

17. How to know what’s happening?
Pick a few measurements:
Schedule estimates vs. actuals
When people are assigned vs. when they are needed
Requirements changes (after baseline is set)
Fault feedback ratio (ratio of fixes that don’t fix to total fixes)
Cost to fix defects
Defect find, close and open rates
Indicators of problems… but you still need to figure out why!
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

18. “Time lost is never going to be regained”
With no schedule… you would not know what time was lost!
With no schedule… when you are over budget and delivery is not near… you can only imagine you lost time somewhere!
With a schedule… but no tangible evidence of progress, no one notices the time that is lost.
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

19. “Time lost is never going to be regained”
Project start slips one month
Fig 11.6
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

20. You don’t get the people when you need them.
Fig. 11.8
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

21. Requirements Change Chart
Minor
Major
Number of Changes
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

22. Rate of Change Figure 11.9 (Page 217) – Requirements Change Chart
Major Reqts changed
Minor Reqts changed
Simple Criterion:
Interface changes between modules tend to create defects
Minor change – effects one module
Major change – effects more than one module
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

23. You are having serious problems fixing problems!
Fault Feedback Ratio
FFR ≥ 10%
You are having serious problems fixing problems!
NOTE. The earlier you measure FFR, the more feedback you can get
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

24. Cost to Fix a Defect (2 project sample - Fig. 11.10 & 11.11)
Industry Standard
EXAMPLE
PD = Person Days
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

25. In either case, confidence in the product is low!
Some good rules…
The longer it takes to fix a problem the more likely that parts of the system are not understood!
The longer it takes to find the problem, the less is known about the product or the less is known about how to test the product comprehensively!
In either case, confidence in the product is low!
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

26. “Look for the Knee” (Page 221)
Fig 11.12
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

27. Qualitative Data
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

28. Staged Delivery Practices Chart Fig. 11.15
Scale
6= Success!
Peer Review 6
Develop Automated Smoke Tests 4
Builds fixed within a few hours 2
5 Practices chosen – what is preventing Success!
Ask the team!
Rolling-wave Planning
Implement by Feature
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

29. The risks and progress toward meeting release criteria
Sponsors want to know!
The risks and progress toward meeting release criteria
Fig Initial Risk List
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

30. Constellation Risk List 
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

31. Progress Meeting Release Criteria
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

32. A “quick” assessment! Weekly Weather reports:
Project Schedule is on target
Minor Schedule concern, but schedule can be met
Schedule concern, can be met with extra effort
Current Schedule or Feature Set is highly risky
Schedule or Feature Set cannot be met under current conditions
Cannot meet Schedule or the desired Feature Set
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman