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Monitoring and Information Systems

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Abdul Moiz Yousfani
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69 views30 pages

Monitoring and Information Systems

Uploaded by

Abdul Moiz Yousfani
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Chapter 10

Monitoring and
Information
Systems

Copyright 2012 John Wiley & Sons, Inc.


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
10-2
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

10-3
Project Authorization and Expenditure
Control System Information Flow

Figure 10-1 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 usual 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 to 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
– Crux of matter should not be overlooked
 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
The Earned Value Chart

Figure 10-6 10-19


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
 Will look at some of the more common
ones

10-20
Cost Variance (CV)

 CV = EV – AC

 Negative variance indicates a cost


overrun

 Magnitude depends on the costs

10-21
Schedule Variance (SV)

 SV = EV – PV

 Negative variance indicates you are


behind schedule

 Measured using costs

10-22
Time Variance (TV)

 TV = ST – AT

 Negative variance indicates you are


behind schedule

10-23
Indices

 Cost Performance Index


CPI = EV/AC
 Schedule Performance Index
SPI = EV/PV
 Time Performance Index
TPI = ST/AT
 Cost Schedule Index
CSI = EV2/(AC)(PV)
10-24
“To complete” and “At Completion”

 Project manager reviewing what is


complete and what remains
 Final cost and final completion date are
moving targets
 The project manager compiles these into
a to complete forecast
 Actual + forecast = final date and cost at
completion
10-25
ETC and EAC

ETC = (BAC + EV)/CPI


EAC = ETC + AC
where,
ETC = Estimated cost to complete
BAC = Budget at completion
EV = Earned value
CPI = Cost performance index
EAC = Estimated cost at completion
AC = Amount expended to date (actual cost)

10-26
Milestone Reporting

 Reports that are created when a project


reaches a major milestone
 They are designed to keep everyone up-
to-date on project status
 For executives and clients, these may be
the only reports they receive

10-27
Computerized PMIS (Project
Management Information Systems)

 Real projects are often large


– Hundreds of tasks
– Thousands of work units
 Reporting is clearly a job for the computer
 Project management information systems were
one of the earlier applications
 Initially focus was on scheduling
 Now it includes, earned values, variances, and
more
10-28
PMIS Errors

 Managing the PMIS


 Computer paralysis
 PMIS verification
 Information overload
 Project isolation
 Computer dependence
 PMIS misdirection

10-29
PMIS Desirable Attributes

 Friendliness  Graphics
 Schedules  Charts
 Calendars  Migration
 Budgets  Consolidation
 Reports  Access

10-30

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