Copyright 2010, The World Bank Group. All Rights Reserved. Statistical Project Monitoring Section A 1
Copyright 2010, The World Bank Group. All Rights Reserved. Project Monitoring 1.Review completed project work with team 2.Preview upcoming project work 3.Take action to address any deviation 4.Report progress, deviations and recommended actions to stakeholders 2
Copyright 2010, The World Bank Group. All Rights Reserved. Project Monitoring CyclePLAN Plan a new project or a change for improvementIMPLEMENT Implement plan MONITOR Examine and document the project and results of any change ACT Report project progress and recommend any needed changes for approval 3
Copyright 2010, The World Bank Group. All Rights Reserved. Project Meetings Project team meetings monthly –Daily during high risk activities that take place in different areas at the same time Quarterly project sponsor meetings Project documentation updated and available at all times 4
Copyright 2010, The World Bank Group. All Rights Reserved. Project Management Information System A set of tools and procedures regarding project information, including: Collection Storage Analysis Reporting 5
Copyright 2010, The World Bank Group. All Rights Reserved. Monitoring Schedule Performance Benefits: –Coordination of activities –Identification of resource conflicts –Prediction of cost overruns Collect: –Work days/dates of each task –Percent completion of task output 6
Copyright 2010, The World Bank Group. All Rights Reserved. Analyzing Schedule Performance Compare actual task start date and duration to schedule baseline Review impact of actual dates on subsequent activities –Analysis of dependencies –Clear presentation of dependencies 7
Copyright 2010, The World Bank Group. All Rights Reserved. Collecting Schedule Performance Data Provide team leader tracking forms with required data specified Standardized team leader report formats and reporting time (monthly at a minimum) Determine method of data collection Increase reporting on high risk tasks that are nearing completion 8
Copyright 2010, The World Bank Group. All Rights Reserved. Improving Schedule Performance Data 1.Tell/show team leaders how data are used 2.Publicly notice timely, accurate and complete reporting 3.Ensure activities, tasks and milestones are clearly defined 4.Collect only necessary information 9
Copyright 2010, The World Bank Group. All Rights Reserved. Monitoring Work Effort Work effort = # people x hours worked on specific task/activity Monitor work effort at the task/activity level The sooner you identify problems, the sooner you can take corrective action. 10
Copyright 2010, The World Bank Group. All Rights Reserved. Analyzing Work Effort Compare actual work effort to plan baseline May use salary expenditures to track work Include task and activity identification numbers from project plan for quick comparison 11
Copyright 2010, The World Bank Group. All Rights Reserved. Collecting Work Effort Data Time sheets should include: Number of hours by task/activity number Employee signature Approval signature Consider using a project time log to capture work effort by task. 12
Copyright 2010, The World Bank Group. All Rights Reserved. Improving Work Effort Data Explain how data are used Report hours actually worked on task/activity Include categories for non-project time Team leaders should report their own time sheets Collect time sheets at least bi-weekly Don’t ask for time sheets for future days 13
Copyright 2010, The World Bank Group. All Rights Reserved. Work Effort Data Systems Can you use the organization’s time keeping system? –How is pay allocated? –Is project work captured? –Can staff report actual hours worked? If necessary, create your own simple, electronic work effort data system 14
Copyright 2010, The World Bank Group. All Rights Reserved. Monitoring Expenditures Monitor expenditures by category and item being careful to update when a cost is incurred. For example, stages of procurement: 1.Rough estimate of cost 2.Submit approved request to procurement 3.Procurement department submits a purchase order or request for proposal 4.Selected vendor provides quote 5.Project receives item and verifies quality 6.Procurement receives bill 15
Copyright 2010, The World Bank Group. All Rights Reserved. Analyzing Expenditures Evaluate actual expenditures to planned at the task/activity level Review expenditures at least monthly Track expenditures by project task/activity ID codes Update actual expenditures when costs are incurred 16
Copyright 2010, The World Bank Group. All Rights Reserved. Collecting Accurate Expenditures Request copies of project expenditures Track all charges to your project expense code Update costs when bills are paid Match project expense items to task/activity code Remove cancelled procurements 17
Copyright 2010, The World Bank Group. All Rights Reserved. Putting Monitoring System in Place Set up systems to prevent excess use of resources without prior approval Timekeeping: –Confirm maximum hours chargeable –Set charging limits per person –List approved project staff Non-personnel expenditures: –Confirm estimated purchases and upper limits –Have finance reject attempts to exceed limits 18
Copyright 2010, The World Bank Group. All Rights Reserved. Formalizing the Monitoring Process Hold periodic project review/preview meetings Team leader collect data during implementation Project manager collects, compiles and analyzes data Project manager identified deviations from plan and suggests changes Changes are approved or rejected Changes presented at next project review/preview meeting 19
Copyright 2010, The World Bank Group. All Rights Reserved. Section A Quiz 1.What are the 4 steps in the project monitoring cycle graphic? 2.What two “views” are used in project team meetings? 3.Data on what 3 areas of performance is necessary for monitoring? 4.What does the project manager do with the collected data? 20