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1、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 projec
2、tSummary of Chapter 7 Ch07:How to Monitor&Control a TPM Project第1页/共36页Tools,Templates,&Processes Used to Monitor&Control Current period reportsCumulative reportsException reportsStoplight reportsVariance reportsGantt chartsBurn chartsMilestone trend chartsEarned value analysisIntegrated milestone t
3、rend charts and earned value analysisProject status meetingsProblem escalation strategies Ch07:How to Monitor&Control a TPM Project第2页/共36页Hold daily team meetingsComplete tasks ASAPReport problems ASAPDont fall victim to the“creeps”Dont guess ask questionsGood enough is good enoughMeet but do not e
4、xceed requirementsBe open and honest with your teammatesHow to Keep a Project on Schedule Ch07:How to Monitor&Control a TPM Project第3页/共36页Timely,complete,accurate,and intuitiveIsnt burdensome and counterproductiveReadily acceptable to senior managementReadily acceptable to the project teamAn effect
5、ive early warning systemCharacteristics of Effective Progress Reporting Ch07:How to Monitor&Control a TPM Project第4页/共36页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
6、 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第5页/共36页Current period reportsCumulative reportsException reports Stoplight reportsVariance reportsFive Types of Project
7、 Status Reports Ch07:How to Monitor&Control a TPM Project第6页/共36页Gantt Chart Project Status Report Figure07-01 Ch07:How to Monitor&Control a TPM Project第7页/共36页Exception Report Stoplight Reports Ch07:How to Monitor&Control a TPM Project第8页/共36页Cumulative Reports-Milestone Trend ChartsFigure07-02 Ch0
8、7:How to Monitor&Control a TPM Project第9页/共36页Cumulative Reports-Milestone Trend ChartsFigure07-03 Ch07:How to Monitor&Control a TPM Project第10页/共36页Cumulative Reports-Milestone Trend ChartsFigure07-04 Ch07:How to Monitor&Control a TPM Project第11页/共36页Cumulative Reports-Milestone Trend ChartsFigure0
9、7-05 Ch07:How to Monitor&Control a TPM Project第12页/共36页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第13页/共36页Earned Value The Aggressive CurveNo ramp up-no learning timeTimeProgress Ch07:How to Monitor&Con
10、trol a TPM Project第14页/共36页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第15页/共36页How to Measure Percent of Value Earned100 00 10050 50Proportion of tasks completedReport date 100-00-10050 -5010 tasks complet
11、e 4 tasks not complete10/14Work in process Ch07:How to Monitor&Control a TPM Project第16页/共36页Figure07-07Earned Value Cost Variance Ch07:How to Monitor&Control a TPM Project第17页/共36页Figure07-08Earned Value Schedule Variance Ch07:How to Monitor&Control a TPM Project第18页/共36页How to Measure Earned Value
12、Figure07-09 Ch07:How to Monitor&Control a TPM Project第19页/共36页Figure07-10Earned Value The Full StoryScheduleVarianceCost VariancePVACEVTimeProgress Ch07:How to Monitor&Control a TPM Project第20页/共36页Figure07-11Earned Value PV,EV and AC curves Ch07:How to Monitor&Control a TPM Project第21页/共36页Earned V
13、alue 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
14、/PV INDEX VALUES 1:under budget or ahead of schedule Ch07:How to Monitor&Control a TPM Project第22页/共36页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
15、TPM Project第23页/共36页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第24页/共36页Earned Value Performance Indices Project:ALPHACCCCCCSSSSSSC
16、Sunder budgetahead of scheduleover budgetbehind schedule1.00.80.60.41.21.41.6Project Week876549321Figure07-14 Ch07:How to Monitor&Control a TPM Project第25页/共36页Earned Value Performance Indices Portfolio averagePortfolio:BETA Programahead of schedulebehind schedule1.00.80.60.41.21.41.6Project Week876
17、549321Figure07-15 Ch07:How to Monitor&Control a TPM Project第26页/共36页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 t
18、he 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第27页/共36页ID NumberDate loggedDescript
19、ion of the problemImpact if not resolvedThe problem ownerAction to be takenStatusOutcomeMaintaining the Issues Log Ch07:How to Monitor&Control a TPM Project第28页/共36页Who Should Attend?When Are They Held?What Is Their Purpose?What Is Their Format?Managing Project Status Meetings Ch07:How to Monitor&Co
20、ntrol a TPM Project第29页/共36页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
21、Status Meeting Ch07:How to Monitor&Control a TPM Project第30页/共36页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第31页/共36页Problem Escala
22、tion Strategies Who Controls What?Scope and QualityTimeCostResource Availability Ch07:How to Monitor&Control a TPM Project第32页/共36页Project Manager-Based StrategiesNo action required.Problem will self-correctExamine dependency relationshipsReassign resourcesResource Manager-Based StrategiesNegotiate
23、additional resourcesClient-Based StrategiesNegotiate multiple release strategiesRequest schedule extensionProblem Escalation Strategies Ch07:How to Monitor&Control a TPM Project第33页/共36页No action required(schedule slack will correct the problem)Examines FS dependencies for schedule compression oppor
24、tunitiesReassign 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第34页/共36页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第35页/共36页谢谢您的观看！第36页/共36页