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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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