1 / 6

Milestone 1 Review Define Phase Complete

This project aims to improve the capturing and reporting of actual costs within the Project Management System (PMS) to enhance cost performance evaluation. The scope focuses on the procedures used for cost capture and includes all IT developmental investments. Critical to Quality factors include accurate timesheet and expense entry inputs. Work products include thought process maps, stakeholder analysis, SIPOC diagrams, and operating definitions. The project is slightly behind schedule in the Define phase but remains on budget. Implementation is expected in early 2008.

jasmined
Download Presentation

Milestone 1 Review Define Phase Complete

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Milestone 1 ReviewDefine Phase Complete Cost Data Integrity Project September 5, 2007

  2. Introductory Information What problem is this project trying to solve? Processes related to the capturing and reporting of actual costs within the Project Management System (PMS). These costs are not considered reliable given the current processes in place. Need to rapidly mature these processes so that senior leadership and project managers can properly evaluate cost performance. What is the scope of this project? Has it changed since the Project Charter was issued? All IT investments that are considered developmental must participate in using Earned Value Management and report the results in the Monthly Performance Reviews. These projects define the scope of this project; i.e. focus on the procedures these projects follow in capturing their costs. No – the project scope has not changed and is not expected to change. The Project Charter is fairly specific as to scope.

  3. Critical to Quality What are some of the CTQ’s for this project? There are five inputs that are critical to quality: Timesheets depend upon two critical inputs: Hours and Rates Expense Entries depend upon three critical inputs: Vendor Invoices, Employee Expenses and Procurement Credit Card entries. Each of these inputs can represent a CTQ, such as accurate base rates for timesheets or accounting for all hours each week for timesheets. Do you have some idea on what our current performance or defect rate is? Not yet, we have to sample the data to fully understand how high the error rate is. However, our discussions with System Administrators indicates that most projects are not fully compliant with entering all timesheets. This problem also exists with expense entries; i.e. not all vendor invoices are entered. So we suspect that the error rate is extremely high.

  4. Project Deliverables What are some of the work products during this phase of the project? Thought Process Map – Outline of critical questions that need to be answered and possible techniques for analyzing the problems. Stakeholder Analysis – How to engage each stakeholder so that this project is successful. SIPOC Diagram – Map the overall process and input streams Critical to Quality – Define what is critical to the quality of cost data Operating Definitions – A basic level of performance, what has to be measured, and the measurement results (to be determined in the next phase) What quality control reviews were conducted to ensure work products were acceptable? The project team submitted all work products to the PMO Staff for review and approval. We also sought out guidance from the CIO Leadership Council members; especially those who are Six Sigma Black Belts since this project is following the DMAIC Six Sigma approach. Matt Evans | www.exinfm.com

  5. Project Goals and Objectives What are some of the process areas this project will improve? Timesheet processing – making sure a control procedure is in place to make sure timesheets are getting processed. Vendor invoices – making sure all projects have a control procedure to properly capture vendor invoices. When can we expect to see these improvements implemented? The current plans are to start implementing solutions in January / February 2008. Since training and SOP documents will have to be distributed, you probably will not notice improvements until mid year 2008.

  6. Project Performance Is this project on schedule according to the project plan? The project is on schedule overall, but is somewhat behind in the Define phase. This delay is due to collecting data to feed the next phase – analysis. Once we get a good sample of data, we can move quickly. The remaining phases are expected to be on schedule since the analysis is fairly straight forward and the solutions are fairly straight forward. The implementation and monitoring or control phases of the project can get passed over to the Project Management Office (PMO) once the project nears completion. We will setup the control plan and implementation plan and transition these over to the PMO. Is this project on budget according to the project budget? The project remains on budget and we do not expect to go over-budget at this time. We included an extra FTE (full time equivalent) for systems support. This may not be required after the analysis phase. Total costs incurred to date (as of August 31, 2007) . . . . . $ 69,300 (13% spent) Project Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 522,000 Remaining Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 452,700

More Related