CS计算机代考程序代写 PowerPoint Presentation

PowerPoint Presentation

Information Technology

FIT2002

IT Project Management

Lecture 10 (Part 2)

Monitoring and Controlling

Learning Objectives

 Understand what is meant by monitoring and control

 Understand the integrated change control process

 Understand how to monitor and control schedule and cost

issues

 A revisit of Earned Value Management (EVM)

3Source: PMBOK® Guide, Sixth Edition, 2017.

Mapping Project Management Process

Groups to Knowledge Areas

Initiating Planning Executing
Monitoring &

Controlling
Closing

Project Integration

Management

1. Develop Project

Charter

2. Develop Project

Management Plan

3. Direct & manage

project work

4. Manage Project

Knowledge

5. Monitor & control

project work

6. Close Project or

Phaase

Project Scope

Management

1. Plan Scope

Management

2.. Collect requirements

3. Define Scope

4. Create WBS

5. Validate Scope;

6. Control Scope

Project Schedule

Management

1. Plan Schedule

Management

2. Define Activities

3. Sequence Activities

4. Estimate Activity

Durations

5. Develop Schedule

6. Control Schedule

Project Cost

Management

1. Plan Cost

Management

2. Estimate Costs

3. Determine Budget

4. Control Costs

Knowledge Areas
Project Management Process Group

Continued…

Initiating Planning Executing
Monitoring &

Controlling
Closing

Project Quality

Management

1. Plan Quality

Management

2. Manage Quality 3. Control Quality

Project Resource

Management

1. Plan Resource

Management

2. Estimate Activity

Resources

3. Acquire Resources

4. Develop Team

5. Manage Team

6. Control Resources

Project

Communication

Management

1. Plan Communications

Management

2. Manage

Communications

3. Monitor

Communications

Project Risk

Management

1. Plan Risk Management

2. Identify Risks

3. Perform Qualitative

Risk Analysis

4. Perform Quantitative

Risk Analysis

5. Plan Risk Responses

6. Implement Risk

Responses

7. Monitor Risks

Project

Procurement

Management

1. Plan Procurement

Management

2. Conduct

Procurements

3. Control

Procurements

Project Stakeholder

Management

1. Identify

Stakeholders

2. Plan Stakeholder

Management

3. Manage

Stakeholder

Engagement

4. Monitor

Stakeholder

Engagement

Knowledge Areas

Project Management Process Group

Source: PMBOK® Guide, Sixth Edition, 2017.

Monitoring & Control

 Monitoring and Control processes are used to measure and

report progress, handle changes to scope, time, cost, and

quality, manage the project team, manage risk mitigation

strategies, and monitor procurement contracts

Process overlap

Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press 5

Monitoring Vs. Control

 Monitoring is collecting and reporting information
concerning previously defined project performance
elements

 Control uses the information supplied by the monitoring
techniques in order to bring project actual results in line
with stated project performance standards

6Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press

Keys to Effective Monitoring and Controlling

 The organisation and project manager must foster an

environment that allows for the honest reporting of results

 To reduce the chances for biased reporting the process should

be as automated as possible and there needs to be a separation

of responsibilities

 Time must be allocated in the project schedule to perform the

tasks of monitoring and control

 Lastly, all members of the project team, stakeholders, and other

management resources should receive training on effective

monitoring and control techniques

Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press 7

Integration Management Processes

 Develop the Project Charter

 Develop the project management plan

 Direct and manage project execution

 Monitor and control the project work: Oversee project work to
meet the performance objectives of the project

 Perform integrated change control: Coordinate changes that
affect the project’s deliverables and organisational process
assets

Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press 8

Integrated Change Control
(refer to lecture 3 video 4)

 A formal process used to approve and manage all necessary project

document and deliverable changes

 Key activities

– Identifying that a change needs to occur or has occurred

– Establishing a governance structure for reviewing and

approving requested changes

– Managing the approved changes when and as they occur

– Maintaining the integrity of project artifacts, as changes occur

– Communication to all relevant stakeholders

– Configuration management

Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press 9

Project Cost Management Processes

 Plan Cost Management

 Estimate costs

 Determine budget

 Control Cost: controlling changes to the project budget

Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press 10

Cost Control

 Is concerned with:

– influencing the factors that create cost variances on the
project and

– controlling changes to the project’s budget

 Like the other monitoring and control processes, cost control is
a continual process of comparing the current actual project
expenditures to the defined budget and determining when
issues have arrived that need to be dealt with

 Almost every change made on an IT project will affect Cost
in some manner

Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press 11

Earned Value Management (EVM)

 A technique used to help determine and manage project

progress and the magnitude of any variations from the planned

values concerning cost, schedule, and performance

 The technique was created to help the project team and

stakeholders gain a better understanding of just how the project

is performing

 Many project managers fail to evaluate performance properly

– How much work has actually been completed and how

much work actually remains

– Not necessarily how many hours have been worked

Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press 12

Percent Complete

 Often times IT projects can be difficult to estimate progress

– 0-100 percent rule

– 50-50 percent rule

– Interval percent rule (0, 25, 50, 75, 100)

13Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press

EVM Key Values

Recall from Lecture 6…

 Planned Value (PV) – is the budgeted cost for the work

scheduled to be completed on a task, work package, or activity

up to a given point in time (BCWS)

 Actual Cost (AC) – is the total cost incurred in accomplishing

work on the task during a given time period (ACWP)

 Earned Value (EV) – is the budgeted amount for the work

actually completed on the task during a given time period or EV =

(PV)*(percent complete) (BCWP)

14Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press

EVM Key Values
 Cost Variance (CV) – equals earned value (EV) minus actual cost

(AC) or CV = EV – AC

 Schedule Variance (SV) – equals earned value (EV) minus

planned value (PV) or SV = EV – PV

 Cost Performance Index (CPI) = equals the ratio of EV to the AC,

or CPI = EV/AC

– Equal to 100% then Actual = Planned

– Less than 100% then project is over budget

 Schedule Performance Index (SPI) – equals the ratio of EV to the

PV, or SPI = EV/PV

– Equal to 100% then Actual = Planned

– Less than 100% project is behind schedule

15Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press

PV, AC and EV

Brewer (2013). Methods of Information Technology Management .p.365.

Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press

Planned value (PV)

 Planned Value (PV) – is the budgeted cost for the work scheduled
to be completed on a task, work package, or activity up to a given point
in time

 Also referred to as the budgeted cost of work scheduled (BCWS).

 The final PV of a task is equal to the task’s budget at completion

(BAC), i.e. the total amount budgeted for the task.

Assessment Date
Budget at Completion (BAC)

Planned Value (PV)

0 1 2 3 4 5

Time

Source: http://www.dummies.com/how-to/content/earned-value-management-terms-and-formulas-for-pro.html

http://www.dummies.com/how-to/content/earned-value-management-terms-and-formulas-for-pro.html

Earned value (EV)

 Earned Value (EV) – is the budgeted amount for the work

actually completed on the task during a given time period (BCWP)

– EV = (Project Budget)*(percent complete)

 Also referred to as the budgeted cost of work performed (BCWP).

0 1 2 3 4 5

Assessment Date
Budget at Completion (BAC)

Planned Value (PV)

Earned Value (EV)

Time

Source: http://www.dummies.com/how-to/content/earned-value-management-terms-and-formulas-for-pro.html

http://www.dummies.com/how-to/content/earned-value-management-terms-and-formulas-for-pro.html

Actual Cost (AC)

 Actual Cost (AC) – is the total cost incurred in accomplishing work
on the task during a given time period

 Also referred to as the actual cost of work performed (ACWP).

0 1 2 3 4 5

Assessment Date
Budget at Completion (BAC)

Planned Value (PV)

Earned Value (EV)

Actual Cost (AC)

Time

Source: http://www.dummies.com/how-to/content/earned-value-management-terms-and-formulas-for-pro.html

http://www.dummies.com/how-to/content/earned-value-management-terms-and-formulas-for-pro.html

Example

Q. A project has a budget of $10M and schedule for 10 months. It is assumed
that the total budget will be spent equally each month until the 10th month is
reached. After 2 months the project manager finds that only 5% of the total work
is finished and a total of $1M spent.

Find out how the project is progressing in terms of schedule and budget.

 Budgeted Cost scheduled for each month is = $10M/10 months = $1M

 Planned Value (BCWS) = $2M

 Earned Value (BCWP) = $10M * 5% = $0.5M

 Actual Cost (ACWP) = $1M

Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press 20

Cost Variance (CV)

 Shows whether and by how much the project is under or over the approved budget.

 Negative CV means the project is over the budget (cost overrun).

 Positive CV means the project is below the budget.

 This is the actual dollar value by which a project is either overrunning or under

running its estimated cost.

0 1 2 3 4 5

Assessment Date
Budget at Completion (BAC)

Planned Value (PV)

Earned Value (EV)

Actual Cost (AC)

Time

Cost Variance

(Under Budget)

CV = EV –AC

Source: http://www.dummies.com/how-to/content/earned-value-management-terms-and-formulas-for-pro.html

http://www.dummies.com/how-to/content/earned-value-management-terms-and-formulas-for-pro.html

Cost Performance Indicator (CPI)

 CPI showing the project’s cost efficiency or the utilisation of the resources on the

project.

 Equal to 100% then Actual = Planned

 Less than 100% then project is over the budget

 More than 100% then project is below the budget

CPI = EV /AC

Source: http://www.dummies.com/how-to/content/earned-value-management-terms-and-formulas-for-pro.html

0 1 2 3 4 5

Assessment Date
Budget at Completion (BAC)

Planned Value (PV)

Earned Value (EV)

Actual Cost (AC)

Time

Cost Variance

(Under Budget)

http://www.dummies.com/how-to/content/earned-value-management-terms-and-formulas-for-pro.html

Schedule Variance (SV)

 SPI shows whether your work is ahead of or behind your approved schedule.

 Negative SV means the project is behind schedule

 Positive SV means the project is ahead of schedule

 SV is calculated in terms of the difference in dollar value between the amount of

work that should have been completed in a given time period and the work actually

completed.

Schedule Variance

(Behind Schedule by

1 Month)

0 1 2 3 4 5

Assessment Date
Budget at Completion (BAC)

Planned Value (PV)

Earned Value (EV)

Actual Cost (AC)

Time

SV = EV – PV

Source: http://www.dummies.com/how-to/content/earned-value-management-terms-and-formulas-for-pro.html

http://www.dummies.com/how-to/content/earned-value-management-terms-and-formulas-for-pro.html

Schedule Performance Indicator (SPI)

 SPI indicates the rate at which the project is progressing (ahead of or behind

schedule), and is sometimes referred to as the project’s schedule efficiency.

 Equal to 100% then Actual = Planned

 Less than 100% project is behind schedule

 More than 100% project is ahead of schedule

SPI = EV / PV

Source: http://www.dummies.com/how-to/content/earned-value-management-terms-and-formulas-for-pro.html

Schedule Variance

(Behind Schedule by

1 Month)

0 1 2 3 4 5

Assessment Date
Budget at Completion (BAC)

Planned Value (PV)

Earned Value (EV)

Actual Cost (AC)

Time

http://www.dummies.com/how-to/content/earned-value-management-terms-and-formulas-for-pro.html

EXAMPLE– Cost/Budget

Find out how the project is progressing in terms of schedule and budget.

PV = $2M EV = $0.5M AC = $1M

 CV = EV – AC

= 0.5 – 1

= – 0.5M (Cost overrun)

 CPI = EV / AC

= 0.5 / 1

= 0.5 (Cost overrun)

Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press

Example – Schedule

Q. A project has a budget of $10M and schedule for 10 months. It is assumed that the total

budget will be spent equally each month until the 10th month is reached. After 2 months the

project manager finds that only 5% of the total work is finished and a total of $1M spent.

Find out how the project is progressing in terms of schedule and budget.

PV = $2M EV = $0.5M AC = $1M

 SV = EV – PV

= 0.5 – 2

= –$1.5M (Behind schedule)

 SPI = EV / PV

= 0.5 / 2

= 0.25 (Behind schedule)

 Currently we are 75% behind schedule i.e. (1–SPI)*100%, since we have only achieved

25% of the schedule.

Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press

More EVM Key Values

 BAC Budget at Completion

– How much did you BUDGET for the Total Job?

 ETC Estimate to Complete

– From this point on, how much MORE do we expect it to

cost to finish the job?

– ETC = (BAC- EV)/CPI

 EAC Estimate at Completion

– What do we currently expect the TOTAL project to cost?

– EAC = AC + ETC

Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press 27

EVM Terms Visually

Brewer (2018). Methods of Information Technology Management .p.364.

Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press 28

Example – Schedule part 2

Find out how the project is progressing in terms of schedule and budget.

PV = $2M EV = $0.5M AC = $1M CPI = 0.5

Budget at completion (BAC) = $10m

Estimate to complete (ETC) = (BAC – EV) / CPI = (10 – 0.5) / 0.5 = $19m

Estimate at Completion (EAC) = ETC + AC = 19 + 1 = $20m

Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press 29

Report Performance

 Report Performance – collecting and disseminating
performance information

 Performance reporting involves the collection of all project
and product related data and the distribution of
performance information to stakeholders

 Project related data includes information from all areas of
the project including: schedule, costs, quality, risks,
human resources, and if needed procurement

 The frequency of the reports (daily, weekly, monthly) is
determined by the type of report, size of the project and
the importance of the project as stated in the
communication plan

Performance Report Categories

 Progress reports – physical progress to date, Actual
data vs. planned data

 Status reports – identify where the project is today (the
date the report is prepared) and the information from
collected performance data to calculate Schedule
Variance and Cost Variance

 Projection reports – calculate the following

 Earned Value numbers – Estimate at Completion
(EAC), Estimate to Complete (ETC), Schedule
Performance Index (SPI), and Cost Performance Index
(CPI).

 The report is forward looking giving
projections/forecasts of the project finish

 Exception reports – exceptions, problems, risks
31

Final Thoughts on EVM

 The results are only as good as the data accuracy

 If numbers generated in a timely fashion, allows the project

manager to act in a proactive manner instead of a reactive mode

 Make sure to establish rules for progress reporting (percent

complete) early in the project then communicate and educate all

project team members for consistency across all tasks

Brewer J, Dittman K (2018), Methods of IT Project Management (3e), Purdue University Press 32

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