ELC 347 project management Week 14

Agenda Integrative Project Assignment 5 Corrected Quiz 3 Posted 5th part corrected Feed back sent IP part 6 Due (will be corrected and returned within 24 hours of receipt if turned in on time) Outline of deliverables (posted in WebCT) Assignment 5 Corrected Quiz 3 Posted 48 hour time limit, 21 five point questions (top 20 scored) Due Dec 15 at noon Password “AlmostDone: Dec 8 @ Midnight (Tomorrow) Resubmission of IP part 1 – 5 deadline Dec 11 @ 10 AM in N109 IP project (complete) due Resubmission of Part 6 IP project Presentation Dec 15 @ noon Quiz 3 Due Discussion on Project Evaluation and Control (chap 13)

Project Evaluation and Control Chapter 13 © 2007 Pearson Education

The Project Control Cycle Setting a Goal Taking Action and Recycling the Process Measuring Progress Comparing Actual with Planned

The Project S-Curve

The Project S-Curve Cumulative Cost ($ in thousands) Elapsed Time (in weeks) 10 5 45 40 35 30 25 20 15 50 60 $10,000 Negative Var Cumulative Budgeted Cost Cumulative Actual Cost

Milestone Analysis

Milestone Analysis Milestones are events or stages of the project that represent a significant accomplishment. Milestones signal the team and suppliers can motivate the team offer reevaluation points help coordinate schedules identify key review gates delineate work packages

Tracking Gantt Chart Project status is updated by linking task completion to the schedule baseline

Tracking Gantt Chart Gantt tracking.mpp

Earned Value Management Project S-Curves Cost Performance Schedule Cost Performance Schedule Earned Value Schedule Cost Performance Tracking Control Charts

Earned Value Terms Planned value Earned value Cost estimate Earned value Real cost to date based on activity performance <> value Actual cost of work performed Cumulative total cost Schedule performance index EV/PV Cost performance index EV/AC Budgeted cost at completion

Steps in Earned Value Management Clearly define each activity including its resource needs and budget Create usage schedules for activities and resources Develop a time-phased budget (PV) Total the actual costs of doing each task (AC) Calculate both the budget variance (CV) and schedule variance (SV)

Earned Value Milestones PV EV AC Slip Overspend Scheduled Performed Actual Budget Schedule Cost

Earned Value Example Value 8=80%(10) Activity Jan Feb Mar April Plan Staffing 8 7 15 100 Blueprint 4 6 10 80 Prototype 2 60 Design 3 33 1 Mon Plan 17 38 ∑ 30 Cmltv 21 Mon Act 11 13 Cmltv Act 19 27 40 Earned Value 30=15+8+6+1 Planned Value 38=15+10+10+3 Cumulative 40=8+11+8+13

Earned Value Example Schedule Variances Planned Value (PV) = 38 = 15+10+10+3 Earned Value (EV) = 30 = 15+8+6+1 Schedule Performance Index = .79 = 30/38 = EV/PV Estimated Time to Completion = (1/.79)x4=5 Cost Variances Actual Cost of Work Performed (AC) = 40 = 8+11+8+13 Cost Performance Index = .75 = 30/40 = EV/AC Estimated Cost to Completion = 50.7 = (1/.75)x38 EVM.xls EVM.mpp

Human Factors in Project Evaluation & Control Optimistic progress reports Level of detail Process evaluation Non-technical performance measurement

Critical Success Factors in the Project Implementation Profile Project mission Top management support Project plans & schedules Client consultation Personnel Technical tasks Client acceptance Monitoring & feedback Communication channels Troubleshooting

Project Close-Out and Termination Chapter 14 © 2007 Pearson Education

Project Termination All activities consistent with closing out the project Extinction Addition Integration Starvation

Elements of Project Closeout Management Putting it All to Bed Disbanding the Team Finishing Handing Gaining Acceptance for the Product Harvesting the Benefits Reviewing How The Work Over the It All Went

Lessons Learned Meetings Meeting Guidelines Establish clear rules of behavior Describe objectively what occurred Fix the problem, not the blame Common Errors Misidentifying systematic errors Misinterpreting lessons based on events Failure to pass along conclusions

Closeout Paperwork Documentation Legal Cost Personnel

Why are Closeouts Difficult? Project sign off can be a de-motivator Constraints cause shortcuts on back-end Low priority activities Lessons learned analysis seen as bookkeeping Unique view of projects

Dynamic Project Factors Static Task-team Sponsorship Economics Environment User

Early Warning Signs of Project Failure Lack of viable commercial objectives Lack of sufficient authority to make decisions New product developed for stable market Low priority assigned to the project by management

Early Termination Decision Rules Costs exceed business benefits Failure to meet strategic fit criteria Deadlines are continually missed Technology evolves beyond the project’s scope

The Top 10 Signs of IT Project Failure 10. Best practices and lessons learned are ignored 9. Project lacks people with appropriate skills 8. Sponsorship is lost 7. Users are resistant 6. Deadlines are unrealistic 5. Business needs change 4. Chosen technology changes 3. Project changes are poorly managed 2. Scope is ill-defined 1. Project managers don’t understand users’ needs

Project Termination Issues Emotional Intellectual Internal External Staff Client

Claims & Disputes Two types of claims Ex-gratia claims Default by the project company Resolved by Arbitration Binding Non-binding Standard litigation

Protecting Against Claims Consider claims as part of the project plan Verify stakeholders know their risks Keep good records throughout the life cycle Keep clear details of change orders Archive all correspondence

Final Report Elements Project performance Administrative performance Organizational structure Team performance Project management techniques Benefits to the organization and customer