Project Management Process. Source: PMBOK. Form Project Team. Closeout. Conduct Close-Out Meeting. Share Lessons Learned. Break Timer.

Transcription

1 ource: PMBOK Purpose Background Deliverables ment Process Initiation ning Execution Controls Closeout oadmap to ment uccess tatement tructure esponsibility Network Gantt esource Budget ection 4.0 Implementation hare uccess CLOE-OUT PLN POJECT NOTEBOOK LEDEHIP LEON LENED COMMUNICTION MEETING EPOT esolve Factors that Ensure uccess the project plan tay within scope uthorized change implementation Providing deliverables on time ing project reviews MBW ance Moral r s ole Managing customer expectations Carrying out project start-up activities Directing and supporting the project team by using leadership skills ing activities Communicating project status Managing change to control deviations from the established plan esolving issues in a timely manner Maintaining the project notebook Notebook History Implementation dministration Notebook Implementation Model tep 4 the tep 1 esolve tep 3 tep 2 1

2 Purpose Background Deliverables oadmap to ment uccess tatement tructure esponsibility Network Gantt esource Budget Collect Data hare uccess CLOE-OUT PLN POJECT NOTEBOOK LEDEHIP LEON LENED COMMUNICTION MEETING EPOT esolve Member tatus eports utomated Information ystems r Member tatus eview s upplier tatus eports/ s eporting ctivity Estimate to complete (ETC) 80 hour rule Percent Completion eporting Period ned ctual Everything looks fine until you reach 90%! eporting Data review meeting reports udience enior management sponsor Customer Program manager Level of Detail Presented ummary data: ummary activities Decision matrix Major risks erious manager members Cross-functional groups Detail data: ll activities Detail Gantt charts ll milestones ll risks and issues 2

3 Purpose Background Deliverables eview s POJECT POGE EPOT Title Date ubmitted r: eport Period uthorization eference (Purchase Order,...): Contract Charge Number ummary of During Period eview of action items from last meeting on activities and schedule Problem identification and corrective action planned eview of issues (closed, open, new) request status isk status for next period Open : eports/correspondence Issued During Period: s ttended During Period: ned for Next Period: esponsibility: Completion Date: pproved Budget Expended During Period Expended to Date emaining at End of Period Budget tatus r Director oadmap to ment uccess tatement tructure esponsibility Network Gantt esource Budget ing and Control hare uccess CLOE-OUT PLN POJECT NOTEBOOK LEDEHIP LEON LENED COMMUNICTION MEETING EPOT esolve tep 4 the tep 1 esolve tep 3 tep 2 Compare to Quality reviews Gantt schedule performance charts Cost performance charts Earned value techniques Quality eviews Product design pecifications Manuals Parts Computer program code 3

4 chedule ance Charts Gantt Chart Gantt charts Cost ance Cost ance Week ned Value ctual Costs 1 $3,000 $8,000 2 $6,000 $16,000 3 $18,000 $30,000 4 $30,000 $48,000 5 $44,000 $66,000 6 $54,000 7 $64,000 8 $80,000 9 $83, $89,000 Total Costs (X1000) Cost ance Chart $100 $90 $80 $70 $60 $50 $40 $30 $20 $10 $ PV C Weeks Earned Value nalysis (EV) ment Deliverables identified in the WB. EV Criteria (calculating % complete) Time reporting at the Package level. Payroll/time report at the same level. ance status based on costs projection tool Originated by government ing ystem ctual Data Input Budget Data Monthly breakdown by deliverable. tatus eports evised % complete & ETC. Earned Value eports Budget line to end of. ctual line to current date. Earned value line (% complete X budget). ETC/EC. Earned Value nalysis ystem 4

5 Earned Value nalysis (EV) Terminology ned Value (PV) This is the budget for what was scheduled to have been performed within the reporting period. This may also be called the budget plan, performance measurement baseline or planned earned value for this period. ctual Cost (C) The actual cost of work completed within a given reporting period. This includes only those costs related to work performed to date. Estimate to Complete (ETC) What it will cost to finish the rest of the project or an individual work task. EV Terminology Budget at Completion (BC) The budget approved for the project. This is also called the performance measurement baseline for the project. Estimate at Completion (EC) Forecasted project cost determined at the end of each reporting period. Earned Value (EV) This is the budgeted cost for the work that has actually been performed within the given reporting period. ctual earned value is the sum of the budgets for all work that has been completed for the reporting period. t the activity level, it is equal to the percent complete of an activity times its original budget. Earned Value Costs Weeks ned Value ctual Costs Earned Value 1 $3,000 $8,000 $3,000 2 $6,000 $16,000 $6,000 3 $18,000 $30,000 $18,000 4 $30,000 $44,000 $27,000 5 $44,000 $66,000 $36,000 6 $54,000 7 $64,000 8 $80,000 9 $83, $89,000 Total Costs (X1000) Earned Value nalysis $100 $90 $80 $70 $60 $50 $40 $30 $20 $10 $ PV C EV Weeks Earned Value Exercise Calculate the Earned Value Data for the project: CV and CPI V and VI % Complete % pent Is the project in trouble? Exercise nswers EV Parameter Indicator Value CV -$30,000 CPI V -$8,000 PI % Complete 40.4% % pent 74.2% 5

6 Purpose Background Deliverables $140 $120 Earned Value Cost ions EV ions Total Costs (X1000) $100 $80 $60 $40 $20 $ PV C EV ETC Weeks Estimate t Completion (EC) = BC/CPI = 89/0.545 = Estimate to Complete (ETC) = EC C = = 97.3 Estimated dditional Time = 2.2 Weeks To complete this project it is estimated to take an additional $97,300 and it will be approximately two weeks late. oadmap to ment uccess tatement tructure esponsibility Network Gantt esource Budget Managing hare uccess CLOE-OUT PLN POJECT NOTEBOOK LEDEHIP LEON LENED COMMUNICTION MEETING EPOT esolve tep 4 the tep 1 esolve tep 3 tep 2 Categories of Customer requested Typically the largest source of change ll others Internal company requests Government regulation members s Customer submits a formal change request team analyzes the request. pproved? Yes the project plan to reflect change in scope, cost, schedule and requirements. No nalyze the request for changes to: COPE COT CHEDULE QULITY Notify customer of review results equest equest Process equest al plan for controlling change. Incorporate change as requested. equest the plan and close the change request 6

7 Purpose Background Deliverables Purpose Background Deliverables ddressing s Call a team meeting. Explain what the change is. Obtain feedback from team members. Identify alternative corrective options. Prepare a decision matrix. elect a recommended option(s). Present information to upper management/customer. Implement the approved course of action. Decision OPTION QULITY Describe course Quantify impact of action for this on quality option Use overtime to complete work that s behind schedule Overlap work on later critical path activities by adding staff No impact on quality No impact on quality IMPCT ON COT Quantify impact on cost Will increase cost by 5% Will increase cost by 10% CHEDULE Quantify impact on schedule Will get project back on schedule Will get project back on schedule IK Indicate level of risk as: H - high M - medium L - low L H hare oadmap to ment uccess tatement uccess tructure CLOE-OUT esponsibility PLN POJECT NOTEBOOK LEDEHIP LEON LENED COMMUNICTION Network Gantt esource Budget MEETING esolve EPOT esolve Issue esolution Disagreements that should be Documented ssigned cheduled ed Escalated esolved oadmap to ment uccess tatement tructure esponsibility Network Gantt esource Budget s hare uccess CLOE-OUT PLN POJECT NOTEBOOK LEDEHIP LEON LENED COMMUNICTION MEETING EPOT tep 4 the tep 1 esolve tep 3 tep 2 7

8 ection 4.0 End of Implementation Phase 8