Progress Theme Flashcards
Purpose of Progress theme
3
Purpose of the Progress Theme
- monitor and compare planned vs actual achievements
- forecast project’s objectives and continued viability
- control unacceptable deviations
What is progress
Purpose of the Progress Theme
measure of achievement of objectives against plan
Progress can be monitored at what levels
3
Purpose of the Progress Theme
- work package
- management stage
- project level
Which P2 principle is particularly important to Project theme
Purpose of the Progress Theme
Manage by exception
what is exception
Purpose of the Progress Theme
deviation beyond agreed tolerance levels
P2 approach to managing progress
P2 Requirements for Managing Progress
No particular approach prescribed. Any approach that meets the requirement is considered compliant to P2.
Minimum reqts for Project theme
5
P2 Requirements for Managing Progress
- define progress control approach in PID
- be managed by stages (manage by stages principle)
- set tolerances and manage by exception against tolerances (manage by exception principle)
- when exceptions are raised review business justification (continued business justification principle)
- learn lessons (learn from experience principle)
- 4 P2 principles
How P2 provides progress control
4
P2 Requirements for Managing Progress
- delegating authority from one level to level below it
- dividing the project into mgmt stages and authorizing one stage at a time
- time-driven and event driven progress reporting and reviews
- raising exceptions
Six types of tolerance
Six Tolerance Areas by Level
1.Time (+/- target dates),
2.Cost (+/- planned budget)
3.Quality (+/- quality targets in terms of ranges),
4.Scope (MoSCoW prioritisation),
5.Benefits (target benefits in terms of ranges),
6.Risk (limit on aggregated value of threats and limit on any individual threat)
Tolerance levels applicability
6
Six Tolerance Areas by Level
Tolerance levels - Project, Stage, Work package, Product
- Time / Cost / Scope / Risk tolerance -
applicable level - project, stage, work pkg
n/a level - product
- Quality tolerance -
applicable level - proj-prod-desc, product desc
n/a level - stage, work pkg
- Benefits tolerance -
applicable level - business case
n/a level - stage plan, work pkg, product
Allocation of tolerances
Delegating Tolerance and Reporting Actual and Forecast Progress
Corporate Corporate
l I
v
Project tolerances Project level progrees/exceptions
l I
v
Proj board Proj board
l I
v
Stage tolerances Stage level progress/exceptions
l I
v
PM PM
l I
v
Work Pkg tolerances Work Pkg progress/issues
l I
v
TM TM
How many types of progress controls does P2 provide throughout the life of a project:
1.Event-driven control - at the occurence of specific events like completion of PID, end of stage, occurence of issue etc.
2.Time-driven control - periodic like weekly check-point report, monthly highlight report
- ————- and ———- require time-based approach
- ———– (———) is event based activity
- Monitoring and reporting
- control (decision-making)
The following management products assist the Project Manager in establishing baselines for progress control:
1.Project plan - project-level perf targets and tolerances
2.Stage plan - basis for day-to-day control of mgmt stage and detailed stage tolerances
3.Exception plan
- who - requested by proj board
- when - exception report
- which process - directing a project
4.Work package plan - agreement b/w PM and TM on work to be completed w/ detailed tolerances
The following management products assist in reviewing progress:
5
1.Issue register - formal issues
2.Quality register - planned and implemented quality activities
3.Risk register - record of risks
4.PSA - status on products within proj mgmt stage
5.daily log for recording actions and informal issues not captured in any other registers/logs
——— log is used to capture and report lessons when reviewing progress.
Large projects are more likely to use a ———– as part of reviewing progress.
lessons
lessons report
Although lessons may be identified and recorded during a project, learning lessons involves ————–
taking action to implement
improvements in current/future projects
The following management products (reports) are used for reporting progress:
4
- Checkpoint report (progress against work pkgs) - TM to PM
- Highlight report (whole project or mgmt stage) - PM to Proj board
- End stage report (end of stage + progress till date,overall project) - PM to Proj board
- Project report (end of project to evaluate and authorise closure) - PM to Proj board
The output from reviewing progress is a decision whether…
Raising Exceptions
the work package, stage plan or project plan
remains or is forecast to remain within agreed tolerances
Work Package-level exceptions - who raises them and action
1.TM raises issue to PM
2.PM advises corrective action
Stage-level exceptions - who raises them and actions
4
1.PM provides issue report to proj board
2.Proj board provides exception report
3.Proj board may ask PM for exception plan to replace plan forecast to exceed tolerances
4.Proj board assesses , reviews and approves exception plan.
Project-level exceptions
2
1.Proj board to approach corporate for decision
2.PM to produce exception plan w/ guidance from proj board
RnR - Corporate
2
Progress theme
1.Provide proj tolerances and capture in proj mandate
2.Decide on exception plans when proj level tolerances are forecast to be exceeded
RnR - Executive
4
Progress theme
1.Provide stage tolerances
2.Ensure progress consistent w/ busi perspective
3.Decide on exception plans when stage level tolerances are forecast to be exceeded
4.Recommend future action to corporate if proj level tolerances are forecast to be exceeded
RnR - Senior User, Supplier
Ensure progress consistent w/ user perspective
Ensure progress consistent w/ supplier perspective
RnR - PM
5
1.Authorize work packages
2.Monitor progress against stage plans
3.Produce highlight, end stage, end project, lessons reports
4.Provide exception reports when stage level tolerances are forecast to be exceeded.
5.Manitain project’s registers and logs
RnR - TM
4
1.Agree work pkgs with PM
2.Produce check point report
3.Inform PS of quality activities undertaken
4.Inform PM of any forecast deviation w.r.t work package tolerances
RnR - PA
3
1.Verify busi case against external events and proj progress
2.Verify changes to proj plan impacts busi / busi case
3.Confirm stage and project progress against agreed tolerances
RnR - PS
5
1.Assist with compilation of reports
2.Assist PM with maintaining issue and risk register
3.Maintain quality register on behalf of PM
4.Number, record, store, distribute issue reports and exception reports
5.Contribute to specialist tool expertise (planning and control tools)
It is advisable to design the project’s control processes to align with
corporate, programme management
or the customer’s timings.
If the project is part of a programme or portfolio, what happens to progress controls for a project
If the project is part of a programme or portfolio, then they mandate the progress controls for a project. This includes defining common controls, processes, tolerances and timings.
project’s chosen delivery approach
It is important that the approach to managing progress works with and supports the project’s chosen delivery approach.
In Agile, what is the primary source of progress information
the frequent delivery of products that meet their acceptance or quality criteria
Progress Evaluation Techniques
- Milestone Chart - shows key planned and actual milestones in a management stage
- S-curve - shows cumulative actual figures (e.g. costs or hours) plotted against time. shaped like the letter ‘S’, reflecting the fact that a project typically consumes fewer resources and costs at the start and end of the project and more in the middle. The steeper the curve, the more resources the project requires. When planned and actual figures are shown on the same chart, it can be used to identify potential overspend or forecast areas where tolerances may be exceeded.
- Earned value management - technique to measure the scope, schedule and cost performance compared with plans, by comparing the completed products and the actual cost and time taken against their schedule and
cost estimates. PRINCE2’s product-based planning approach provides information to support earned value management
4.Burn charts - technique used for showing progress. Work that is completed and work still to be done are shown with one or more lines, and the chart is updated regularly/daily. This is one of the most popular techniques when using an Agile approach.
5.Kanban Board - is a term that covers the use of Kanab systems - visual management systems that limit the number of work items in circulation. A Kanban board is a tool used in Kanban to visually display the
work in the system. It is usually made up of a series of columns and possibly rows where work items move from left to right as they move through various states in order to be completed. A Kanban board acts like a dashboard and enables the team to see blockers and areas where the flow is not smooth.
peer review ?
where people experienced in project management but outside the project
management team are asked to evaluate the project.
peer review techniques
the quality management approach should identify the
technique(s) appropriate for the project.
Example of a Peer Review Technique:
OGC Gateway™ Process
OGC reviews
OGC Gateway™ review 0: strategic assessment
OGC Gateway™ review 1: business justification
OGC Gateway™ review 2: delivery strategy
OGC Gateway™ review 3: investment decision
OGC Gateway™ review 4: readiness for service
OGC Gateway™ review 5: operations review and benefits evaluation
