Monitoring & Controland

Performance Measures

Service Delivery stage - Monitoring & Control phase

Monitor and Control the Project Management Processes

• Implement project management processes

Manage the Integrated Project Plan

• Monitor, maintain, and update the IPP

Monitor and Control the Delivery Org Mgmt Processes

• Implement RA management processes

Monitoring and Control

Monitor and Control the ProjectManagement Processes

Monitor and Control the Delivery Org. Mgmt Processes

Manage the Integrated ProjectPlan

W

D

W

“MAKING SURE IT HAPPENS!”

The voice of experience

• Of the Seven Keys, the one most commonly in

trouble is “Work And Schedule Are Predicted”

• The cause of this symptom is a problem with

“Stakeholders Are Committed”

• The average time to take effective action to improve

the health of any key was a month and a half

But…….

Then consider that…….

IPP Management Process

ProgressReport

- Month #

Actions

Events that occurred

Integrated Project Plan

Service delivery------------------------------------- Stakeholders are

committed------------------------------------- Business Benefits are

Realized------------------------------------- Work and Schedule are

predictable------------------------------------- Team is High Performing------------------------------------- Scope is Realistic and

Managed------------------------------------- Risks are Mitigated------------------------------------- Delivery Organization

Benefits are Realized

Manage Integrated

Project Plan

Work &

Schedule

Business Benefits

Sta

kehold

ers

Del

iver

y Org

.

Bene

fits

Scope

Team

Risks

Continuous Process

Progress Reporting

• Progress Reporting– High level: Head Up Display (HUD) (‘DWI in action’)– Essential detail: progress to plan (Work & Schedule)– Essential detail: progress to budget (Del. Org. Benefit)

HUD (or Traffic Light reporting)

RED: serious concerns (threat to project success), urgent corrective action required, ongoing monitoring, escalate to management.

YELLOW: situation is not satisfactory, requires more attention / corrective actions, more frequent monitoring.

GREEN: position is satisfactory at the moment, continue to monitor in the normal way.

HUD - High Level status reporting

And for dealing with the detail….

ACTIVITY / TASK STATUS ACTION DUE DATE RESPONSIBLE

1. Report on currentorganisation structure

Delayedby twoweeks

Assign moreresources,monitor daily

01/08/02 Team leader -Lisa Tang

2. Client projectmanagement training

Complete N/A 20/07/02 David Wightman

3.

• Measures for every key

• KISS

• SMART

• Verifiable - with numbers or yes / no

• Graphic and visible - every progress report

• Linked to objectives / milestones

• Based on accessible data

• Agreed with client

Performance Measures - principles

Performance Measures - examples

Team

All team members (100%) have necessary skills and training (GREEN)(GREEN)

Enough team members (80%+) have necessary skills and training (YELLOW)(YELLOW)

Too few team members have necessary skills and training (<80%) (RED)(RED)

Stakeholders

Client managers are in attendance at 90%+ of mgt. meetings (GREEN)(GREEN)

Client managers are in attendance at 75-89% of mgt. meetings (YELLOW)(YELLOW)

Client managers are in attendance at <75% of mgt. meetings (RED)(RED)

For example…..

Key Measure Green Yellow RedScope Number of

change requestsawaiting action

0-5 6-20 >20

Status:

Commentary: One change request in this period, no impact on project scope. Satisfactorily actioned within 3 days.

Action: Continue weekly status review meetings with client + informal management of client expectations.