1. ELC 347 project management
Day 26

2. Agenda
Integrative Project
Part 6 Due
Any of the first five sections can be resubmitted for rescoring prior to finals week. The recorded score will the average of the original score and the score on the resubmitted section.
Peer evaluations sent for IP projects
Due Dec 10 AM
Assignment 8 Due
Dec 10 AM
Quiz 4
Chap 12, 13 & 14
IP Project’s due
IP presentations
Today will discuss Project Evaluation and Control and Project Closeout and Termination

3. In rating yourself and your team members, use a one- to five-point scale, where 5 = superior, 4 = above average, 3 = average, 2 = below average, and 1 = really weak. Add the scores to obtain a total score for yourself and the other group members. Put any comments you like on the bottom or back of this page. Fold this sheet when you complete the ratings below. Thank you.
Put your name and your team members’ names in the spaces provided, one name at the top of each column.
Names:
Bob
Carol
Ted
Alice
Ratings:
On time for all group meetings:
Helped keep the group cohesive:
Number of useful ideas contributed:
Quantity of work done:
Quality of work done: +
Add Total Scores Here:

4. Project Evaluation and Control
Chapter 13
© 2007 Pearson Education

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

6. The Project S-Curve

7. 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

8. Milestone Analysis

9. 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

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

11. Tracking Gantt Chart
Gantt tracking.mpp

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

13. 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

14. 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)

15. Earned Value MilestonesPV EV AC
Slip
Overspend
Scheduled
Performed
Actual
Budget
Schedule
Cost

16. 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=
Planned Value 38=
Cumulative 40=

17. Earned Value Example Schedule Variances
Planned Value (PV) = 38 =
Earned Value (EV) = 30 =
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 =
Cost Performance Index = .75 = 30/40 = EV/AC
Estimated Cost to Completion = = (1/.75)x38
EVM.xls
EVM.mpp

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

19. 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

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

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

22. 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

23. 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

24. Closeout Paperwork
Documentation
Legal
Cost
Personnel

25. 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

26. Dynamic Project Factors
Static
Task-team
Sponsorship
Economics
Environment
User

27. 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

28. 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

29. 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

30. Project Termination Issues
Emotional
Intellectual
Internal
External
Staff
Client

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

32. 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

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