You Cant Manage What You Dont Measure

8/6/2019 You Cant Manage What You Dont Measure

1/42

Teresa M. Ramrez, PMP

October 18, 2002

You Cant Manage What You Dont Measure !!!Measuring Project Performance


2/42

2

What is a Project, Project Management and a ProjectManager?

Why Measure? What to Measure?

Control is a Good Thing !!!

Tools & Techniques for Project Monitoring andControl

Roadmap for Project Monitoring and Control

Questions

Agenda


3/42

3

Consistently successful projects dont justhappen;

they aremadeto happen.Neal Whitten, PMP

Inspect What You Expect

PM Network, Aug 2002


4/42

4

A Project is a temporarytemporaryendeavor

undertaken to create a uniqueuniqueproduct or service.

What is a Project ?


5/42

5

The application of knowledgeknowledge, skillsskills, toolstools, andtechniquestechniquesto project activities,

In order to meet project requirements,project requirements, And meet or exceed stakeholder needsstakeholder needsand

expectationsexpectationsfrom a project

Involves balancing scope, time, cost and quality.

What is Project Management ?


6/42

6

Project success is measured as the ability to completethe project;

According to desired specifications

Within the specified budget

Within the promised time schedule

While keeping the customer and stakeholders happy.

How do we measure project success?


7/42

7

The person who takes overall responsibility forcoordinating a project to make sure the desired enddesired end

resultresult;;comes in on timeon timewithin budgetbudgetand meetingmeetingor exceedingexceedingthe stakeholders needsstakeholders needs.

What is a Project Manager ?

Project Managers fall into three categories: those whowatch what happens, those who make things happen,and those who wonder what happened.


8/42

8

Project Manager is concerned with:

5 major process groups

9 project management

knowledge areas 39 project management

processes


9/42

9

Project Management Process Groups

Initiating

Processes

Planning

Processes

Executing

Processes

Closing

Processes

Controlling

Processes


10/42

Process Group---------------KnowledgeArea

Initiating Planning Executing Controlling Closing

Project

Integration Mgt

(1) (1) Integrated

ChangeControlScope Mgt (1) (2) Scope

Verification Scope

ChangeControl

Time Mgt (4) Schedule

ControlCost Mgt (3) Cost ControlQuality Mgt (1) (1) Quality

ControlHuman Res.Mgt

(2) (1)

CommunicationsMgt

(1) (1) PerformanceReporting

(1)

Risk Proj Mgt (5) RiskMonitoring &Control

ProcurementMgt

(2) (3) (1)

Total 39processes

1 process 21 processes 7 processes 8 processes 2 processes


11/42

11

If you cannot measuremeasureit, you cannot controlcontrolit.

If you cannot controlcontrolit, you cannot managemanageit.

Why measure ?


12/42

12

Why measure?

Assess current performance

Set goals for improvement

Anticipate any potential deviation


13/42

13

Measurement is not an end in itself The goal is to achieve an objective

Measurement is an essential

component of project management

Why Measure?


14/42

14

Quality Of the product--is the deliverable meeting

specifications or requirements?

Of the processproject reviews to ensure thatplans conforms to guidelines, plans are beingcompleted as anticipated, and that thebusiness need the project serves is stilljustifiable.

What to measure within a project


15/42

15

Progress of the projectMonitor and control the project to ensure

objectiveis met on time, within budgetand tosatisfaction of stakeholders.

Measure elements regarded as critical for project

success (critical success factors)

What to measure within a project


16/42

16

Control may have a pejorative connotation tosome people.

Domination

Headstrong authority

People may be reluctant to implement project

control.

Control Is A Good Thing !!!


17/42

17

Project ControlIt is about gathering information to be able to

measuremeasure,, monitormonitorand adjustadjustprogress toward theproject goals.

It is about being able to take action soonerso theproject will still come in on timeand within budget.



18/42

18

Project ControlProactiveproject control

Control activitiesControl activitiesprovide an opportunity for people to takeprovide an opportunity for people to take

thetheinitiativeinitiativeininplanningplanningagainst deviationsagainst deviations, to, tohead offhead off

forcesforcesthat might cause a deviation, tothat might cause a deviation, tomake correctionsmake correctionsvery quicklyvery quickly when a deviation occurwhen a deviation occur....

(Henri Fayol,, general and industrial manageneral and industrial managementgement)



19/42

19

Success elements for project monitoring & control

Use the project plan as the primaryprimaryguide for coordinating

and controlling the project Project plan is the baselineagainst which progress will

be measured

The tasks, milestones and budget are the starting point

for project coordination and control



20/42

20

Success elements for project monitoring & control (cont.)

Workplan and schedule need to incorporate all stakeholders

requirements and deliverables of the project and critical points

ConsistentlyConsistentlymonitor and update the plan

It must reflect theIt must reflect the current statuscurrent statusof the projectof the project



21/42

21

Success elements for project monitoring & control (cont.) Quality communicationcommunicationis a key to project control

Objective is to keep people informed, on track and involved inthe project

Higher level management requires summary reports onprogress of the project

Members of the team require detailed information

Some communication will be formal; other informal



22/42

22

Success elements for project monitoring & control (cont.) Monitor progress on the project against the plan on a regularregular

basis

Project Managers must compare time, cost and performance

of the project to the budget, schedule, and tasks defined in the

approved project plan

It must be done at regularregularintervals, not arbitrary

ConsistencyConsistencyis very important; project must be monitored fromstart to finish



23/42

23

Success elements for project monitoring & control (cont.)Get involved

Roll up your sleeves and get involvedget involved

Adapt the project scheduleproject schedule, budgetbudgetand work planwork planand takenecessary steps to keep the project on track

Project manager is responsible for ensuring that changes are

appropriate, valid and approved



24/42

24

Success elements for project monitoring & control (cont.) DocumentDocumentproject progressprogressand changeschangesand communicatecommunicatethem

to team members

Quality and level of detail in reports and communication needto be consistent, reliable and appropriate for each level of theproject team



25/42

25

Meetings Ensure meeting productivityif meeting will be conducted to

communicate

Distribute an agenda

Invite only those required

State the purpose of the meeting and stick to it

Exchange information

Determine status

Solve a problem

Make a decision



26/42

26

Meetings (cont.)

Start on timedont wait for late people

Keep the meeting on track and control the progress

Summarize the results and assign action items

Follow-up on action items

Ensure that other meetings are summarized



27/42

27

Compare, compare, compare CompareComparecurrent schedule and expenditures with original

project plan (baseline). Make clear to the team that monitoring is used to

establish the projects current position compared to theplanned position. (It is business, It is not personal)



28/42

28

Status Reports Must keep stakeholders informed of progress,

problems and changes.


Grahams Law: If they know nothing ofwhat you are doing, they suspect youare doing nothing.

-Robert J. Graham, UnderstandingProject Management


29/42

29

Status Reports

Fundamental tool to identify progress and

problems

Progress should be defined and measured in

quantifiable nonquantifiable non--subjectivesubjectiveterms.


Never make the mistake of

confusing activity with progress.


30/42

30


Status Reports

90 Percent90 Percent--Down SyndromeDown Syndrome

Many people are optimistic about their ability to makeup for lost time

Others attempt to look good on paper

Whenever we see the phrase 90 percent doneon a project status report, we know there is a bigproblem.


31/42

31

Status Reports

Status reports dont tell the whole story

Do not rely on written reports alone to assessprogress of the project

Need to informally review progress on the project

on your own by observing, communicating with the

team on an ongoing basis, and listening



32/42

32

Tools & Techniques for

Project Monitoring and Control


33/42

33

Critical to the process: a completecompleteworkworkplanplanand

scheduleschedule BaselineBaselinefor measurement

When you dont know where you want to go,any road will get you there.

-Source unknown, but obviouslyan experienced project planner

Tools & Techniques


34/42

34

Guidelines for progress measures and workproducts to be produced

50-50% progress measure 2 wk period task duration (manageable periods) Identify and define task work products Task completion requires certification of work product adherence to

guidelines

Progress MeasureWorkproductTask

Tools & Techniques


35/42

35

Regular update of workplan (e.g weekly)

Performance ReportingShould provide information on scope, schedule, cost and

quality Includes:

Status Reporting Progress Measurement

Forecasting

Tools & Techniques


36/42

36

Status ReportsCompleted tasks & work productActual Start/Finish datesTasks in progress

Tasks planned with expected completion datesOverdue tasks, justification and recommended newestimates

Problems/Issues

Budget expenditures

Tools & Techniques


37/42

37

Progress ReportingQuantifiable

% of progress (% complete to schedule) Earned Value

Earned Value Analysis Integrates scope, cost (resource) and schedule measures Involves calculating 3 key values for each activity:

Planned Value (cost estimate planned to be spent)

Actual Cost (total of costs incurred in accomplishing work)Earned Value (value of the work completed)

Tools & Techniques


38/42

38

Progress ReportingVariance Analysis (e.g., cost and schedule)Trend Analysis to examine project results over time to

determine if performance is improving or deteriorating

Project Review Meetings to assess status and/orprogress toward meeting objectives

Project Audits (the most formal)

Tools & Techniques


39/42

39

Roadmap to Project Monitoring & Control

Define Scope (WBS)

Develop Schedule & Budget

Identify & Define Project Metrics

Monitor & Proactively Control Progress

Report Progress

Develop Procedure to Gather Measurement Data

Define Clear Project Objectives, Deliverables & Identify CSFs


40/42

40

Roadmap to Project Monitoring & Control

Celebrate !!!


41/42

41

Project members must know what they are being

held accountable for; that is, what you expectfrom them. Furthermore, these expectations mustbemeasurable. Project members then routinely

mustreport progressagainst thesemeasures. . .

Requiring a trackable plan and routine progressreports demonstratesgood leadership.

Neal Whitten, PMP

Inspect What You Expect

PM Network, Aug 2002


42/42

42

Questions

Documents

You Cant Manage What You Dont Measure