IPE 415: Project Management
Dr. Abdullahil Kafy
Assistant Professor, IPE Department
e-mail:
[email protected] Monitoring and Information
Systems
Terms
• Monitoring - Collecting, recording, and
reporting information concerning any and all
aspects of project performance
• Controlling - Uses the data supplied by
monitoring to bring actual performance into
compliance with the plan
• Evaluation - Judgments regarding the quality
and effectiveness of project performance
10-3
The Planning–Monitoring–Controlling Cycle
• We mainly want to monitor:
– Time (schedule)
– Cost (budget)
– Scope (project performance)
• Closed-loop system
– Revised plans and schedules following corrective
actions
10-4
Designing the Monitoring System
• Identify key factors to be controlled
– Scope
– Cost
– Time
• Information to be collected must be
identified
10-5
Designing the Monitoring System
Continued
• Do not want to avoid collecting necessary data
because it is hard to get
• Do not want to collect too much data
• The next step is to design a reporting system
that gets the data to the proper people in a
timely and understandable manner
10-6
Data Collection
• Once we know the data we want, we need to
decide how to collect it
• Should the data be collected after some
event?
• Should it be collected on a regular basis?
• Are there any special forms needed for data
collection?
10-7
Much Data Involves
• Frequency counts
• Raw numbers
• Subjective numeric ratings
• Indicators
• Verbal measures
10-8
Information Needs and Reporting
• Everyone should be tied into the reporting
system
• Reports should address each level
• Not at same depth and frequency for every
level
– Lower-level needs detailed information
– Senior management levels need overview reports
• Report frequency is typically high at low levels
and less frequent at higher levels
10-9
The Reporting Process
• Reports must contain relevant data
• Must be issued frequently
• Should be available in time for control
• Distribution of project reports depends on
interest
– For senior management, may be few milestones
– For project manager, there may be many critical
points
10-10
Benefits of Detailed and Timely Reports
• Mutual understanding of the goals
• Awareness of the progress of parallel activities
• Understanding the relationship of tasks
• Early warning signals of problems
• Minimizing the confusion
• Higher visibility to top management
• Keeping client up to date
10-11
Report Types
• Routine - Reports that are issued on a regular basis
or each time the project reaches a milestone
• Exception - Reports that are generated when an
unusual condition occurs or as an informational
vehicle when an unusual decision is made
• Special Analysis - Reports that result from studies
commissioned to look into unexpected problems
10-12
Meetings
• Reports do not have to be written
• They can be delivered verbally in meetings
• Projects have too many meetings
• The trick is to keep them as few as possible
10-13
Meeting Rules
• Use meetings to make group decisions
• Start and end on time and have an agenda
• Do your homework before the meeting
• Take minutes
• Avoid attributing remarks to individuals in
minutes
• Avoid overly formal rules of procedure
• Call meeting for serious problems
10-14
Common Reporting Problems
• Too much detail
• Poor interface between the data/procedures
of the project and the information system of
the parent company
• Poor correspondence between the planning
process and the monitoring process
10-15
Earned Value Analysis
• Have covered monitoring parts
– Timing and coordination between individual tasks
is important
• Must also monitor performance of entire
project
• One way is by using an aggregate performance
measure called earned value
10-16
The Earned Value Chart and Calculations
• Actual against baseline ignores the amount of
work accomplished
• Earned value incorporates work accomplished
• Multiply the estimated percent work complete
for each task by the planned cost
• Only need percent complete estimate for tasks
currently in progress
10-17
Rules to Aid in Estimating Percent Completion
• 50-50 rule
• 0-100 percent rule
• Critical input use rule
• Proportionality rule
10-18
Variances
• Variances can help analyze a project
1. A negative variance is bad
2. Cost and schedule variances are calculated as
the earned value minus some other measure
10-19
Cost Variance (CV)
• CV = EV – AC
• Negative variance indicates a cost overrun
• Magnitude depends on the costs
10-20
Schedule Variance (SV)
• SV = EV – PV
• Negative variance indicates you are behind
schedule
• Measured using costs
10-21
Time Variance (TV)
• TV = ST – AT
• Negative variance indicates you are behind
schedule
10-22
Indices
• Cost Performance Index
CPI = EV/AC
• Schedule Performance Index
SPI = EV/PV
• Time Performance Index
TPI = ST/AT
• Cost Schedule Index
CSI = (CPI)(SPI)= EV2/(AC)(PV)
10-23
