Transcript Project Evaluation and Control

Project Evaluation and Control
Project Termination and Closeout
Chapter 13-14
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
13-1
The Project Control Cycle
1. Setting a Goal
4. Taking Action
and Recycling
the Process
2. Measuring
Progress
3. Comparing Actual
with Planned
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13-2
Tools of monitoring project
performance
• Project S-Curve
• Milestone Analysis
• Tracking (Gantt) Charts
• Earned Value Management
(Earned Value Analysis)
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13-3
Cumulative Cost
($ in thousands)
The Project S-Curve
60
$10,000 Negative Var
40
Cumulative
Budgeted Cost
20
Cumulative
Actual Cost
5
10
15 20 25 30 35 40 45 50
Elapsed Time (in weeks)
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13-4
Milestone Analysis
Milestones are events or stages of the project
that represent a significant accomplishment.
Milestones
…show completion of important steps
…signal the team and suppliers
…can motivate the team
…offer reevaluation points
…help coordinate schedules
…identify key review gates
…delineate work packages
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13-5
Tracking Gantt Chart
Project status is updated by
linking task completion to the
schedule baseline
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13-6
Earned Value Management
Cost
Project
S-Curves
Cost
Performance
Schedule
Cost
Earned
Value
Performance
Schedule
Performance
Schedule
Tracking Control Charts
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13-7
Earned Value Terms
 Planned value (PV) – cost estimation across project life
cycle
 Earned value (EV) – real budgeted cost
 Actual cost of work performed (AC)
 Schedule performance index (SPI)
 Cost performance index (CPI)
 Budgeted cost at completion (BAC)
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13-8
Steps in Earned Value Management
1. Clearly define each activity including its resource
needs and budget
2. Create usage schedules for activities and
resources
3. Develop a time-phased budget (PV)
4. Total the actual costs of doing each task (AC)
5. Calculate both the budget variance (CV) and
schedule variance (SV)
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13-9
Earned Value Milestones
ACWP
Actual
Overspend
Cost
PV
EV
Budget
Slip
Schedule
Performed
Schedule
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13-10
Value
8=80%(10)
Earned Value Example
Activity
Staffing
Jan Feb Mar April Plan %C Value
8
7
15
100
15
Blueprint
4
6
10
80
8
Prototype
2
8
10
60
6
3
3
33
1
38
∑
30
Design
Mon Plan
8
7
6
17
Cmltv
8
15
21
38
Mon Act
8
11
8
13
Cmltv Act
8
19
27
40
Earned Value
30=15+8+6+1
Planned Value
Actual Cost
38=15+10+10+3
Copyright
©
2010
Pearson
Education,
Inc.
Publishing
as
Prentice
Hall
40=8+11+8+13
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Earned Value Example
Schedule Variances
Planned Value (PV) = 38 = 15+10+10+3
Earned Value (EV) = 30 = 15+8+6+1
Schedule Performance Index (SPI) = EV/PV = 30/38 = .79
Estimated Time to Completion (ETC) = (1/.79)x4 = 5
Cost Variances
Actual Cost of Work Performed (AC) = 40 = 8+11+8+13
Cost Performance Index (CPI) = EV/AC = 30/40 = .75
Estimated Cost to Completion (ECC) = (1/.75)x38 = 50.7
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13-12
Completion Values in EVM
Accurate and up-to-date information is critical
in the use of EVM
 0/100 Rule
 50/50 Rule
 Percentage Complete Rule
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13-13
Termination & Closeout
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13-14
Project Termination
All activities consistent with closing out the project
Extinction: no real afterlife
Addition: institutionalization
Integration to the functional organization
Starvation: loosing the resources
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14-15
Elements of Project Closeout
Management (natural termination)
Harvesting
Gaining
Finishing Handing
Acceptance the Benefits
Over
the
The Work
Product
for the
Reviewing
Product
How
It All Went
Putting it All to Bed
Disbanding the Team
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Reviewing how it all went
Lessons learned analysis
Common Errors
 Misidentifying systematic errors
 Misinterpreting lessons based on events
 Failure to pass along conclusions
Meeting Guidelines
 Establish clear rules of behavior
 Describe objectively what occurred
 Fix the problem, not the blame
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14-17
Putting it all to bed:
Closeout Paperwork
•
Documentation
•
Legal
•
Cost
•
Personnel
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14-18
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
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14-19
Final Report Elements
Project performance
Administrative performance
Organizational structure
Team performance
Project management techniques
Benefits to the organization and customer
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