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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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