Project Reporting, Control, Evaluation and Risk Mgt

7/27/2019 Project Reporting, Control, Evaluation and Risk Mgt

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PROJECTREPORTING, EVALUATION

ANRISKMANAGEMENT


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HOWPROJECTREPORTSSHOULDBE?

Concise

Accurate

Match report to type of stakeholder it was intended

to Use exception reporting

Work within established thresholds

Good reporting format; use graphs and other

visuals if necessary Statement of purpose and action to be taken


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PROJECTMANAGEMENTPROVERB


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SCHEDULEBASELINEPLAN


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SUMMARY SCHEDULESTATUSREPORT


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SAMPLECOSTREPORT


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TYPESOFREPORTING

Exception report

Shows only major deviations rather than all deviations

Percent complete

Amount of work completed on a activity is expressed as

a percent the total work required


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FREQUENT CHANGES COULD MEAN

Frequent scope changes inadequate planning

Weak management in the organization

Trying to handle more work than resources

available External events

Change in external regulations

New technologies

New products or competitors


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CHANGECONTROL

Formal process to manage proposed changes to

the project plan

Also called configuration management

Necessary to manage potential effects on theproject budget, schedule and scope

Protects the project from scope creep


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CONFIGURATIONMANAGEMENT

Establish sops for submitting, evaluating, approvingand communicating changes

Review change request with the project team

Study alternative actions

Approve or reject change or provide alternative

solutions

Communicate approved changes to all concern

Document and track all changes and its effects on

the project


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CHANGEREQUESTAPPROVALFORM


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CHANGECONTROLLOG Keep track of changes

Determine why changes are made

Justify changes to management

Capture lessons learned for future projects


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Checkpoints to ensure project is on course

Motivate team members, clients and customers

Provide feedback

WHATISPROJECTEVALUATION


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On going reviews Done by project team members

Ensure that standards included in the scope statement is applied to

the work

Make sure that finances are being handled according to guidelines

Periodic inspections

Done by team leaders, supervisors and quality inspectors

Ensure that project objectives are being met

Predetermine what to inspect an at what frequency

Milestone evaluations Done by the project manager

Certify that all works required to be done for a particular phase are

completed according to specifications

WHENTOPERFORM


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Final audit Conducted at the conclusion of the project

Verifies completeness and agreement of client or customer for

the final product

Provide information for project closure Gather an documents lessons learned for future projects


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Quality of work if according to specifications

If quality of work has been maintained or compromised

Team performance

Conducted by pm, team members or independent auditors

Determines if the team is performing as well as they can

Basis of comparison

Past performance

Benchmarking

CONSIDERATIONSINPROJECTEVALUATION


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Project status

Compares planned with actual results variance

analysis

Special consideration must be given to the critical path

and activities with high risk


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MANAGINGRISK

Risks are uncertain events or conditions that could

have positive or negative effect on the project

objectives

Risk identification

Consider possible sources

Determine likely risks

Continuing risk identification

Risk assessment

Determine probability of occurrence

Prioritize potential risks


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MAJORCATEGORIESOFRISK


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PRIORITIZINGPOTENTIALRISK


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Possible responses to risk

Avoiding eliminate the cause and prevent the riskfrom happening

Transferring to a third party entering into a contract or

getting an insurance coverage

Mitigating steps taken to lower the probability of the

risk happening

Accepting

Documents

Project Reporting, Control, Evaluation and Risk Mgt