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Evaluation and Reporting. ENTC 4060 Project Scheduling. Why Track a Project?. Keep the following on target: Cost — Expenditures Time — Schedules Scope — Technical performance. Project Manager’s Duties. Oversees work Coordinates corrective action as required Evaluates status

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Evaluation and reporting

EvaluationandReporting

ENTC 4060Project Scheduling


Why track a project
Why Track a Project?

Keep the following on target:

  • Cost — Expenditures

  • Time — Schedules

  • Scope — Technical performance


Project manager s duties
Project Manager’s Duties

  • Oversees work

  • Coordinates corrective action as required

  • Evaluates status

  • Initiates communication

    • Up and down chain of command


Purpose of evaluation
Purpose of Evaluation

  • Assess performance

  • Reveal areas of deviation from original scope &/or goals

  • Snoop out potential problem areas

  • Keep stakeholders informed


Two types of evaluation
Two Types of Evaluation

  • Formative evaluation

    • Throughout project lifecycle

    • Provide information for corrective action

    • “What’s happening?” & “How’s progress?”

  • Summary evaluation

    • After project completed

    • AKA “Lessons Learned”

    • “What happened and what resulted?”


Formative evaluation
Formative Evaluation

  • Complex relationships among cost, time, & scope

  • CT&S are always interrelated and draw from the same limited resource pool

  • Cannot just look at one criteria


Goals of evaluation
Goals of Evaluation

  • Reveals problem areas

  • Alerts personnel to potential problem areas

  • Identifies opportunities to increase customer satisfaction by reducing costs, accelerating work, or enhancing project outcomes


Project reporting
Project Reporting

  • Four Methods of Reporting

    • Graphics (charts & tables)

    • Reports (oral & written)

    • Observations (MBW)

    • Review meetings


Graphical methods pros
Graphical Methods—Pros

  • Most efficient

    • Consolidate large amounts of data into easily understood information

  • Clarify project progress, performance, & projections

  • Distribute &/or display


Graphical methods cons
Graphical Methods—Cons

  • Hide or obscure information

    • Especially at work package level

  • May lead to erroneous conclusions

  • Don’t reveal causes or solutions

  • Potentially time consuming

    • Use computer-based tools


Reports oral
Reports — Oral

  • Quick & easy to obtain

  • Quality depends upon communication skills of presenter

    • Both interpretative and verbal

  • Subject to loss of information if not followed up by other, more permanent, methods


Reports written
Reports — Written

  • Valuable but quality and usefulness varies

  • Summary format is best

    • Incorporate graphics & ratios (percentages)

  • Time consuming to prepare

  • During planning phase, schedule key reports as milestones and allow for preparation


Direct observation
Direct Observation

  • “Management By Walking”

    • Get out of the office & do it often!

  • Limit distortion and filtering due to natural “spin” from senders to receivers

  • Maintain worker’s importance and ownership in project


Project review meetings
Project Review Meetings

  • Goal is to identify (a) project plan deviations & (b) corrective actions

  • Focus on

    • Current & anticipated CS&T problems

    • Potential methods of resolution

    • Improvement opportunities

  • Formal vs. Informal Reviews


Formal reviews
Formal Reviews

  • Formal review meetings

    • Must be planned and scheduled for particular project phases(critical stages & project milestones)

  • Project team accumulates & formats data

  • May require considerable preparation and outside experts &/or scrutiny

  • Review period may last for days or weeks


Formal review meetings
Formal Review Meetings

  • Four common

    • Preliminary Design Review

    • Critical Design Review

    • Functional Readiness

    • Deliverable Readiness & Fitness


Informal meetings
Informal Meetings

  • “Peer Reviews”

    • Often just project team members, critical vendors and customer reps.

  • Hold frequently and regularly

  • Limit size to involved phase participants

  • Update status and prepare presentations


Informal meetings1
Informal Meetings

  • Goals:

    • Uncover problems & emerging issues

    • Suggest corrective action

  • Expect problems

    • Avoid “finger pointing” and assigning blame

  • PM functions as group facilitator and encourages honesty & candor


Poa pow wows
POA Pow-Wows

  • POA work sheet

    • POA—Planned, Organized, Actual

  • Simple Work Package level, matrix-type tracking tool

    • Task description

    • Person(s) Responsible

    • Dates planned, organized, and actually delivered


Monthly progress reports
Monthly Progress Reports

  • Brief project status summary

  • “Red Flag” items & corrective action

  • Accomplishments, changes, & projections

  • Minor problem areas & corrective action

  • Cost & manpower situation


Reports to project manager
Reports to Project Manager

  • Work completed to date

  • Forecasts:

    • Costs at completion

    • Schedule expectations

  • Financial status

    • Incurred costs

    • Planned vs. actual


Reports to customer
Reports to Customer

  • Work completion status & projections

  • Changes (by requests &/or events)

    • Impacts on cost/time/scope

  • PM should bear responsibility

    • Honest & frequent

    • Avoid “Surprises”


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