1. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Day 23

2. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Ch 1 -2 Agenda Questions? Any of the first five sections of the IP project can be resubmitted for rescoring prior to December 13. The recorded score will the average of the original score and the score on the resubmitted section. Please notify me via email which sections you will be resubmitting. IP part 6 Due Dec 9 Assignment 8 Due Student Evaluations Project Evaluation and Control

3. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Remaining Schedule Dec 5 Assignment 8 due Group Work Day Dec 9 Chapter 14 (~30 min) IP Part 6 Due Dec 12 IP Presentation Due (20 Min) Dec 16 Exam 3 (8 AM to 8 PM) Dec 18 IP Project Due @ Midnight IP Project Peer Evaluations DUE 3

4. 9-4 Put your team members’ names in the spaces provided, one name at the top of each column. Names: Ratings: On time for all group meetings: Helped keep the group cohesive: Number of useful ideas contributed: Quantity of work done: Quality of work done: ++++ Add Total Scores Here:

5. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Project Evaluation and Control 13-05 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

6. Chapter 13 Learning Objectives After completing this chapter, students will be able to: Understand the nature of the control cycle and four key steps in a general project control model. Recognize the strengths and weaknesses of common project evaluation and control methods. Understand how Earned Value Management can assist project tracking and evaluation. Use Earned Value Management for project portfolio analysis. Understand behavioral concepts and other human issues in evaluation and control. Understand the advantages of Earned Schedule methods for determining project schedule variance, schedule performance index, and estimates to completion. 13-06

7. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall The Project Control Cycle FIGURE 13.2 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 13-07

8. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Project S-Curves FIGURE 13.3 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 13-08

9. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Project Sierra’s S-Curve Showing Negative Variance 13-09 FIGURE 13.4 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

10. Milestone Analysis Milestones are events or stages of the project that represent a significant accomplishment. Milestones … show completion of important steps … signal the team and suppliers … can motivate the team … offer reevaluation points … help coordinate schedules … identify key review gates … delineate work packages 13-010

11. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall FIGURE 13.5 Gantt Chart with Milestones Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 13-011

12. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall FIGURE 13.6 Assessing Project Blue’s Status Using Tracking Gantt Chart 13-012 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

13. FIGURE 13.7 Tracking Gantt with Project Activity Deviation Project status is updated by linking task completion to the schedule baseline 13-13 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Gantt tracking.mpp

14. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Earned Value Management Schedule Cost Performance Tracking Control Charts Cost PerformanceSchedule Earned Value Project S-Curves Cost PerformanceSchedule 13-14

15. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 12-15 Earned Value Terms  Planned value  Cost estimate  Earned value  Real cost to date based on activity performance <> value  Actual cost of work performed  Cumulative total cost  Schedule performance index  EV/PV  Cost performance index  EV/AC  Budgeted cost at completion

16. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Steps in Earned Value Management 1. Clearly define each activity including its resource needs and budget 2. Create usage schedules for activities and resources 3. Develop a time-phased budget (PV) 4. Total the actual costs of doing each task (AC) 5. Calculate both the budget variance (CV) and schedule variance (SV) 13-16

17. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall FIGURE 13.11 Project Baseline, Using Earned Value Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 13-17

18. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall FIGURE 13.12 Earned Value Milestones 13-18 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

19. Earned Value Example ActivityJanFebMarAprilPlan%CValue Staffing871510015 Blueprint4610808 Prototype2810606 Design33331 Mon Plan8761738∑30 Cmltv8152138 Mon Act811813 Cmltv Act8192740 Planned Value 38=15+10+10+3 Earned Value 30=15+8+6+1 Value 8=80%(10) Cumulative 40=8+11+8+13 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 13-19

20. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 12-20 Earned Value Example Schedule Variances Planned Value (PV) = 38 = 15+10+10+3 Earned Value (EV) = 30 = 15+8+6+1 Schedule Performance Index =.79 = 30/38 = EV/PV Estimated Time to Completion = (1/.79)x4=5 months Cost Variances Actual Cost of Work Performed (AC) = 40 = 8+11+8+13 Cost Performance Index =.75 = 30/40 = EV/AC Estimated Cost to Completion = 50.7 = (1/.75)x38 EVM.xlsEVM.mpp

21. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall FIGURE 13.16 Earned Value Report for Project Atlas on March 7 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 13-21

22. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Earned Value Performance Metrics 13-22 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall FIGURE 13.18 Source: Lipke (2003)

23. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Completion Values in EVM Accurate and up-to-date information is critical in the use of EVM  0/100 Rule  50/50 Rule  Percentage Complete Rule 13-23

24. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Human Factors in Project Evaluation & Control  Optimistic progress reports  Level of detail  Process evaluation  Non-technical performance measurement 13-24

25. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Critical Success Factors in the Project Implementation Profile 1. Project mission 2. Top management support 3. Project plans & schedules 4. Client consultation 5. Personnel 6. Technical tasks 7. Client acceptance 8. Monitoring & feedback 9. Communication channels 10. Troubleshooting 13-25

26. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Summary 1. Understand the nature of the control cycle and four key steps in a general project control model. 2. Recognize the strengths and weaknesses of common project evaluation and control methods. 3. Understand how Earned Value Management can assist project tracking and evaluation. 4. Use Earned Value Management for project portfolio analysis. 5. Understand behavioral concepts and other human issues in evaluation and control. 6. Understand the advantages of Earned Schedule methods for determining project schedule variance, schedule performance index, and estimates to completion. 13-26

27. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 13-27