Keeping the Team on Track Flashcards
Servant Leadership
The practice of leading through service to the team, by focusing on understanding and addressing the needs and development of team members in order to enable the highest possible team performance
Key Performance Indicators (KPIs)
Metrics used to evaluate an organization’s progress toward meeting its goals and objectives. Usually defined by organizational leadership
Team Development Stages (5) (Tuckman Ladder)
- Forming: team members get to know each other and trust one another
- Storming: Team members begin to assert themselves and control emerging issues
- Norming: Team begins to work productively, without worrying about personal acceptance or control issues.
- Performing: Team is working at optimum productivity and is collaborating easily, communicating freely, and solving its own conflict problems
- Adjourning: Team members complete their assigned work and shift to the next project or assigned task.
Performance Tracking Techniques (7)
- Scrum/Agile/Kanban boards - pulling cards to various stages as they are worked on, physical or electronic boards.
- Throughput Metrics - Measurement of the team’s work that has moved from one stage to another over a certain time. Throughput = total good units produced / time. (in percentage)
- Cycle time - Measurement of work that has progressed all the way from plan to completed or delivered
- Quality metrics - Various measurements to track quality deliverables, defects, and acceptable output.
- Earned Value - tracking cost and effort performance against a planned value
- Bar Charts (Gantt) - Using the project schedule to track performance over time
- Velocity - Measurement of total output from an iteration to attempt to predict future iteration outputs
Earned Value Management (EVM) and 3 Measures
A methodology that combines scope, schedule, and resource measurements to assess project performance and progress. 3 Measures
- Planned Value (PV): How much you planned to spend by the completed the tasks in schedule at any given time.
- Earned Value (EV): Value of work completed. It’s calculated by % work completed to date x budgeted cost (compared to the planned value).
- Actual Cost (AC): The realized cost considering additional unexpected costs (e.g. cost of a contractor)
Schedule Variance (SV)
A measure of schedule performance expressed as the difference between Earned Value (EV) and Planned Value (PV).
SV = EV-PV
+ means ahead of schedule
0 means on schedule
- means behind schedule
Schedule Performance Index (SPI)
a measure of schedule efficiency expressed as a ratio of Earned Value (EV) to Planned Value (PV)
SPI = EV/PV
greater than 1.0: a project is ahead of schedule
1.0 means on schedule
less than 1.0: a project is behind schedule
Cost Variance (CV)
The amount of budget deficit/surplus at a given point in time expressed as the difference between earned value (EV) and actual cost (AC)
CV = EV - AC
+ means a project is below budget
0 means is costing as expected
- means is above budget
Cost Performance Index (CPI)
A measure of the cost efficiency of budgeted resources expressed as the ratio of EV to AC.
CPI = EV/AC
greater than 1.0: a project is below budget
1.0 means on budget
less than 1.0: a project is above budget
Estimated at Completion (EAC)
- The current projected final cost of the project.
AEC=BAC/CPI
BAC=projected budget at completion
CPI= cost performance index
Estimate to Complete (ETC)
The amount of money needed to complete the project
ETC=EAC - AC
Impediments
Situations, conditions, and actions that slow down or hinder the process
Obstacles
Barriers that should be able to be avoided or overcome with some effort or strategy
Blocker
event or conditions that cause stoppages in the work or advancement
Daily Standup (Daily Scrum)
A brief, daily collaboration meeting in which the team reviews progress from the previous day, declares intentions for the current day, and highlights any obstacles encountered or anticipated.
