Activity
Effective Project Management:
Presented by
(facilitator name)
Traditional, Agile, Extreme, Hybrid
8th Edition
Ch09: How to Execute a TPM Project
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Using tools, templates, and processes to monitor & control a TPM project
Establishing your progress reporting system
Applying graphical reporting tools
Managing the Scope Bank
Building and maintaining the Issues Log
Managing project status meetings
Defining a problem escalation strategy
Gaining approval to close the project
Summary of Chapter 9
Ch09: How to Execute a TPM Project
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Explain how each of these contributes to the growing importance of project management in the business world.
Tools, Templates & Processes Used to Monitor & Control
Current period reports
Cumulative reports
Exception reports
Stoplight reports
Variance reports
Gantt charts
Burn charts
Milestone trend charts
Earned value analysis (EVA)
Integrated milestone trend charts and EVA
Project status meetings
Problem escalation strategies
Ch09: How to Execute a TPM Project
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Timely, complete, accurate and intuitive
Isn’t burdensome and counterproductive
Readily acceptable to senior management
An effective early warning system
Easily understood by those who need to know
Characteristics of Effective Progress Reporting
Ch09: How to Execute a TPM Project
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Current period reports
Cumulative reports
Exception reports
Stoplight reports
Variance reports
Five Types of Project Status Reports
Ch09: How to Execute a TPM Project
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Gantt Chart Project Status Report
Ch09: How to Execute a TPM Project
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Catch deviations from the curve early
Dampen oscillation
Allow early corrective action
Determine weekly schedule variance
Determine weekly effort (person hours/day) variances
Why Measure Duration and Cost Variances
Ch09: How to Execute a TPM Project
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Determine a set period of time and day of week
Report actual work accomplished during this period
Record historical and re-estimate remaining
Report start and finish dates
Record days of duration accomplished and remaining
Report resource effort spent and remaining
Report percent complete
How and What Information to Update
Ch09: How to Execute a TPM Project
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Hold daily team meetings
Complete tasks ASAP
Report problems ASAP
Don’t fall victim to the “creeps”
Don’t guess – ask questions
Good enough is good enough
Meet but do not exceed requirements
Be open and honest with your team mates
How to Keep a Project on Schedule
Ch09: How to Execute a TPM Project
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Positive Variances – deviations from the plan indicating that an ahead-of-schedule or a cost less than budgeted has occurred
Negative Variances – deviations from the plan indicating that a behind-schedule or cost greater than the budgeted has occurred
Variances
Ch09: How to Execute a TPM Project
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Gantt Chart Project Status Report
Ch09: How to Execute a TPM Project
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Exception Report – Stoplight Reports
Ch09: How to Execute a TPM Project
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Burn Charts
Ch09: How to Execute a TPM Project
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Cumulative Reports - Milestone Trend Charts
Ch09: How to Execute a TPM Project
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Cumulative Reports - Milestone Trend Charts
Ch09: How to Execute a TPM Project
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Cumulative Reports - Milestone Trend Charts
Ch09: How to Execute a TPM Project
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Cumulative Reports - Milestone Trend Charts
Ch09: How to Execute a TPM Project
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Earned Value – The Standard S-Curve
Ch09: How to Execute a TPM Project
Time
Progress
2/3 Time - 3/4 Progress
1/3 Time - 1/4 Progress
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Earned Value – The Aggressive Curve
Ch09: How to Execute a TPM Project
No ramp up - no learning time
Time
Progress
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Earned Value – The Curve to Avoid
Ch09: How to Execute a TPM Project
About 30% of the work done
70% to 80% of the time gone by
Time
Progress
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How to Measure Percent of Value Earned
- 100 – 0
- 0 – 100
- 50 – 50
- Proportion of tasks completed
Ch09: How to Execute a TPM Project
Report date
100 - 0
0 - 100
50 - 50
10 tasks complete 4 tasks not complete
10/14
Work in process
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Earned Value – Cost Variance
Ch09: How to Execute a TPM Project
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Earned Value – Schedule Variance
Ch09: How to Execute a TPM Project
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How to Measure Earned Value
Ch09: How to Execute a TPM Project
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Earned Value – The Full Story
Ch09: How to Execute a TPM Project
Schedule
Variance
Cost Variance
PV
AC
EV
Time
Progress
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Earned Value – PV, EV and AC curves
Ch09: How to Execute a TPM Project
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Earned Value – Basic Performance Indices
Cost 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/AC
SPI = EV/PV
INDEX VALUES
< 1: over budget or behind schedule
> 1: under budget or ahead of schedule
Ch09: How to Execute a TPM Project
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Earned Value – Performance Indices
Ch09: How to Execute a TPM Project
Project Week
8
7
6
5
4
9
3
2
1
1.0
0.8
0.6
0.4
1.2
1.4
1.6
C
C
C
C
C
C
S
S
S
S
S
S
under budget
ahead of schedule
over budget
behind schedule
Project: ALPHA
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Earned Value – Performance Indices
Ch09: How to Execute a TPM Project
Project: ALPHA
C
C
C
C
C
C
S
S
S
S
S
S
C
S
S
C
under budget
ahead of schedule
over budget
behind schedule
1.0
0.8
0.6
0.4
1.2
1.4
1.6
Project Week
8
7
6
5
4
9
3
2
1
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Earned Value – Performance Indices
Ch09: How to Execute a TPM Project
C
C
C
C
C
C
S
S
S
S
S
S
C
S
under budget
ahead of schedule
over budget
behind schedule
1.0
0.8
0.6
0.4
1.2
1.4
1.6
Project Week
8
7
6
5
4
9
3
2
1
Project: ALPHA
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Earned Value – Performance Indices
Portfolio: BETA Program
ahead of schedule
behind schedule
1.0
0.8
0.6
0.4
1.2
1.4
1.6
Project Week
8
7
6
5
4
9
3
2
1
Ch09: How to Execute a TPM Project
Portfolio average
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- Initial deposit of 10% of total labor days
- All 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 Bank
Managing the Scope Bank
Ch09: How to Execute a TPM Project
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- ID Number
- Date logged
- Description of the problem
- Impact if not resolved
- The problem owner
- Action to be taken
- Status
- Outcome
Maintaining the Issues Log
Ch09: How to Execute a TPM Project
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- Who Should Attend?
- When Are They Held?
- What Is Their Purpose?
- What Is Their Format?
Managing Project Status Meetings
Ch09: How to Execute a TPM Project
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- Entire team or Task Managers for tasks open for work
- Everyone stands up
- Rotate the meeting facilitator
- Status of each task is reported
On schedule
Ahead of schedule (by how much)
Behind schedule (by how much and get well plan)
- Update Scope Bank
- Update Issues Log
The 15 Minute Daily Status Meeting
Ch09: How to Execute a TPM Project
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- Affected parties only
- Agree on problem
- Agree on who owns the problem
- Brainstorm solutions
- Prioritize solutions
- Update Issues Log
- Schedule next meeting
Problem Management Meeting
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Problem Escalation Strategies – Who Controls What?
Ch09: How to Execute a TPM Project
Scope and Quality
Time
Cost
Resource Availability
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Project Manager-Based Strategies
No action required. Problem will self-correct
Examine dependency relationships
Reassign resources
Resource Manager-Based Strategies
Negotiate additional resources
Client-Based Strategies
Negotiate multiple release strategies
Request schedule extension
Problem Escalation Strategies
Ch09: How to Execute a TPM Project
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No action required (schedule slack will correct the problem)
Examines FS dependencies for schedule compression opportunities
Reassign resources from non-critical path tasks to cover the slippage.
Negotiate additional resources
Negotiate multiple release strategies
Request schedule extension from the client
Escalation Strategy Hierarchy
Ch09: How to Execute a TPM Project
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When the client is satisfied that the acceptance criteria have been met the project enters the closing phase
Gaining approval to close the project
Ch09: How to Execute a TPM Project
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