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Evaluation and Reporting

Evaluation and Reporting. ENTC 4060 Project Scheduling. Why Track a Project?. Keep the following on target: Cost — Expenditures Time — Schedules Scope — Technical performance. Project Manager’s Duties. Oversees work Coordinates corrective action as required Evaluates status

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Evaluation and Reporting

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  1. EvaluationandReporting ENTC 4060Project Scheduling

  2. Why Track a Project? Keep the following on target: • Cost — Expenditures • Time — Schedules • Scope — Technical performance

  3. Project Manager’s Duties • Oversees work • Coordinates corrective action as required • Evaluates status • Initiates communication • Up and down chain of command

  4. Purpose of Evaluation • Assess performance • Reveal areas of deviation from original scope &/or goals • Snoop out potential problem areas • Keep stakeholders informed

  5. Two Types of Evaluation • Formative evaluation • Throughout project lifecycle • Provide information for corrective action • “What’s happening?” & “How’s progress?” • Summary evaluation • After project completed • AKA “Lessons Learned” • “What happened and what resulted?”

  6. Formative Evaluation • Complex relationships among cost, time, & scope • CT&S are always interrelated and draw from the same limited resource pool • Cannot just look at one criteria

  7. Goals of Evaluation • Reveals problem areas • Alerts personnel to potential problem areas • Identifies opportunities to increase customer satisfaction by reducing costs, accelerating work, or enhancing project outcomes

  8. Project Reporting • Four Methods of Reporting • Graphics (charts & tables) • Reports (oral & written) • Observations (MBW) • Review meetings

  9. Graphical Methods—Pros • Most efficient • Consolidate large amounts of data into easily understood information • Clarify project progress, performance, & projections • Distribute &/or display

  10. Graphical Methods—Cons • Hide or obscure information • Especially at work package level • May lead to erroneous conclusions • Don’t reveal causes or solutions • Potentially time consuming • Use computer-based tools

  11. Reports — Oral • Quick & easy to obtain • Quality depends upon communication skills of presenter • Both interpretative and verbal • Subject to loss of information if not followed up by other, more permanent, methods

  12. Reports — Written • Valuable but quality and usefulness varies • Summary format is best • Incorporate graphics & ratios (percentages) • Time consuming to prepare • During planning phase, schedule key reports as milestones and allow for preparation

  13. Direct Observation • “Management By Walking” • Get out of the office & do it often! • Limit distortion and filtering due to natural “spin” from senders to receivers • Maintain worker’s importance and ownership in project

  14. Project Review Meetings • Goal is to identify (a) project plan deviations & (b) corrective actions • Focus on • Current & anticipated CS&T problems • Potential methods of resolution • Improvement opportunities • Formal vs. Informal Reviews

  15. Formal Reviews • Formal review meetings • Must be planned and scheduled for particular project phases(critical stages & project milestones) • Project team accumulates & formats data • May require considerable preparation and outside experts &/or scrutiny • Review period may last for days or weeks

  16. Formal Review Meetings • Four common • Preliminary Design Review • Critical Design Review • Functional Readiness • Deliverable Readiness & Fitness

  17. Informal Meetings • “Peer Reviews” • Often just project team members, critical vendors and customer reps. • Hold frequently and regularly • Limit size to involved phase participants • Update status and prepare presentations

  18. Informal Meetings • Goals: • Uncover problems & emerging issues • Suggest corrective action • Expect problems • Avoid “finger pointing” and assigning blame • PM functions as group facilitator and encourages honesty & candor

  19. POA Pow-Wows • POA work sheet • POA—Planned, Organized, Actual • Simple Work Package level, matrix-type tracking tool • Task description • Person(s) Responsible • Dates planned, organized, and actually delivered

  20. Monthly Progress Reports • Brief project status summary • “Red Flag” items & corrective action • Accomplishments, changes, & projections • Minor problem areas & corrective action • Cost & manpower situation

  21. Reports to Project Manager • Work completed to date • Forecasts: • Costs at completion • Schedule expectations • Financial status • Incurred costs • Planned vs. actual

  22. Reports to Customer • Work completion status & projections • Changes (by requests &/or events) • Impacts on cost/time/scope • PM should bear responsibility • Honest & frequent • Avoid “Surprises”

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