有效的项目管理--在传统项目管理中如何监控项目.ppt

Effective Project Management:Traditional,Agile,ExtremePresented by(facilitator name)Managing Complexity in the Face of UncertaintyCh07:How to Monitor&Control a TPM Project.Using tools,templates,and processes to monitor&control a projectEstablishing your progress reporting systemApplying graphical reporting toolsManaging the Scope BankBuilding and maintaining the Issues LogManaging project status meetingsDefining a problem escalationGaining approval to close the projectSummary of Chapter 7 Ch07:How to Monitor&Control a TPM Project.Tools,Templates,&Processes Used to Monitor&Control Current period reportsCumulative reportsException reportsStoplight reportsVariance reportsGantt chartsBurn chartsMilestone trend chartsEarned value analysisIntegrated milestone trend charts and earned value analysisProject status meetingsProblem escalation strategies Ch07:How to Monitor&Control a TPM Project.Hold daily team meetingsComplete tasks ASAPReport problems ASAPDont fall victim to the“creeps”Dont guess ask questionsGood enough is good enoughMeet but do not exceed requirementsBe open and honest with your teammatesHow to Keep a Project on Schedule Ch07:How to Monitor&Control a TPM Project.Timely,complete,accurate,and intuitiveIsnt burdensome and counterproductiveReadily acceptable to senior managementReadily acceptable to the project teamAn effective early warning systemCharacteristics of Effective Progress Reporting Ch07:How to Monitor&Control a TPM Project.Determine a set period of time and day of weekReport actual work accomplished during this periodRecord historical and re-estimate remainingReport start and finish datesRecord days of duration accomplished and remainingReport resource effort spent and remainingReport percent completeHow and What Information to Update Ch07:How to Monitor&Control a TPM Project.Current period reportsCumulative reportsException reports Stoplight reportsVariance reportsFive Types of Project Status Reports Ch07:How to Monitor&Control a TPM Project.Gantt Chart Project Status Report Figure07-01 Ch07:How to Monitor&Control a TPM Project.Exception Report Stoplight Reports Ch07:How to Monitor&Control a TPM Project.Cumulative Reports-Milestone Trend ChartsFigure07-02 Ch07:How to Monitor&Control a TPM Project.Cumulative Reports-Milestone Trend ChartsFigure07-03 Ch07:How to Monitor&Control a TPM Project.Cumulative Reports-Milestone Trend ChartsFigure07-04 Ch07:How to Monitor&Control a TPM Project.Cumulative Reports-Milestone Trend ChartsFigure07-05 Ch07:How to Monitor&Control a TPM Project.Earned Value The Standard S-CurveTimeProgress2/3 Time-3/4 Progress1/3 Time-1/4 ProgressFigure07-06 Ch07:How to Monitor&Control a TPM Project.Earned Value The Aggressive CurveNo ramp up-no learning timeTimeProgress Ch07:How to Monitor&Control a TPM Project.Earned Value The Curve to AvoidAbout 30%of the work done70%to 80%of the time gone byTimeProgress Ch07:How to Monitor&Control a TPM Project.How to Measure Percent of Value Earned100 00 10050 50Proportion of tasks completedReport date 100-00-10050 -5010 tasks complete 4 tasks not complete10/14Work in process Ch07:How to Monitor&Control a TPM Project.Figure07-07Earned Value Cost Variance Ch07:How to Monitor&Control a TPM Project.Figure07-08Earned Value Schedule Variance Ch07:How to Monitor&Control a TPM Project.How to Measure Earned ValueFigure07-09 Ch07:How to Monitor&Control a TPM Project.Figure07-10Earned Value The Full StoryScheduleVarianceCost VariancePVACEVTimeProgress Ch07:How to Monitor&Control a TPM Project.Figure07-11Earned Value PV,EV and AC curves Ch07:How to Monitor&Control a TPM Project.Earned Value Basic Performance IndicesCost Performance Index(CPI)A measure of how close the project is to spending on the work performed to what was planned to have been spent.Schedule Performance Index(SPI)A measure of how close the project is to performing work as it was actually scheduled.CPI=EV/ACSPI=EV/PV INDEX VALUES 1:under budget or ahead of schedule Ch07:How to Monitor&Control a TPM Project.Earned Value Performance Indices Project Week8765493211.00.80.60.41.21.41.6CCCCCCSSSSSSunder budgetahead of scheduleover budgetbehind scheduleProject:ALPHAFigure07-12 Ch07:How to Monitor&Control a TPM Project.Earned Value Performance Indices Project:ALPHACCCCCCSSSSSSCSSCunder budgetahead of scheduleover budgetbehind schedule1.00.80.60.41.21.41.6Project Week876549321Figure07-13 Ch07:How to Monitor&Control a TPM Project.Earned Value Performance Indices Project:ALPHACCCCCCSSSSSSCSunder budgetahead of scheduleover budgetbehind schedule1.00.80.60.41.21.41.6Project Week876549321Figure07-14 Ch07:How to Monitor&Control a TPM Project.Earned Value Performance Indices Portfolio averagePortfolio:BETA Programahead of schedulebehind schedule1.00.80.60.41.21.41.6Project Week876549321Figure07-15 Ch07:How to Monitor&Control a TPM Project.Initial deposit of 10%of total labor daysAll of the unfinished functions and features and the labor time to develop them are also deposited in the Scope Bank.The time to process and integrate a Scope Change request draws time from the Scope Bank.To add time to the Scope Bank remove unfinished functions and features and deposit their labor time in the Scope Bank.Client should continuously reprioritize contents of the Scope BankManaging the Scope Bank Ch07:How to Monitor&Control a TPM Project.ID NumberDate loggedDescription of the problemImpact if not resolvedThe problem ownerAction to be takenStatusOutcomeMaintaining the Issues Log Ch07:How to Monitor&Control a TPM Project.Who Should Attend?When Are They Held?What Is Their Purpose?What Is Their Format?Managing Project Status Meetings Ch07:How to Monitor&Control a TPM Project.Entire team or Task Managers for tasks open for workEveryone stands upRotate the meeting facilitatorStatus of each task is reportedOn scheduleAhead of schedule(by how much)Behind schedule(by how much and get well plan)Update Scope BankUpdate Issues LogThe 15-Minute Daily Status Meeting Ch07:How to Monitor&Control a TPM Project.Affected parties onlyAgree on problemAgree on who owns the problemBrainstorm solutionsPrioritize solutionsUpdate Issues LogSchedule next meetingProblem Management Meeting Ch07:How to Monitor&Control a TPM Project.Problem Escalation Strategies Who Controls What?Scope and QualityTimeCostResource Availability Ch07:How to Monitor&Control a TPM Project.Project Manager-Based StrategiesNo action required.Problem will self-correctExamine dependency relationshipsReassign resourcesResource Manager-Based StrategiesNegotiate additional resourcesClient-Based StrategiesNegotiate multiple release strategiesRequest schedule extensionProblem Escalation Strategies Ch07:How to Monitor&Control a TPM Project.No action required(schedule slack will correct the problem)Examines FS dependencies for schedule compression opportunitiesReassign resources from non-critical path tasks to cover the slippage.Negotiate additional resourcesNegotiate multiple release strategiesRequest schedule extension from the clientEscalation Strategy Hierarchy Ch07:How to Monitor&Control a TPM Project.When the client is satisfied that the acceptance criteria have been met the project enters the closing phaseGaining approval to close the project Ch07:How to Monitor&Control a TPM Project.