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Evaluation and Reporting

Learn the importance of tracking a project with a focus on cost, time, and scope. Understand the Project Manager's duties, purposes of evaluation, types of evaluation, and project reporting methods. Explore graphical methods, reports, direct observation, project review meetings, and POA Pow-Wows.

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Evaluation and Reporting

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  1. EvaluationandReporting ENTC 4060Project Scheduling

  2. Why Track a Project? Keep the following on target: • Cost — Expenditures • Time — Schedules • Scope — Technical performance

  3. Project Manager’s Duties • Oversees work • Coordinates corrective action as required • Evaluates status • Initiates communication • Up and down chain of command

  4. Purpose of Evaluation • Assess performance • Reveal areas of deviation from original scope &/or goals • Snoop out potential problem areas • Keep stakeholders informed

  5. Two Types of Evaluation • Formative evaluation • Throughout project lifecycle • Provide information for corrective action • “What’s happening?” & “How’s progress?” • Summary evaluation • After project completed • AKA “Lessons Learned” • “What happened and what resulted?”

  6. Formative Evaluation • Complex relationships among cost, time, & scope • CT&S are always interrelated and draw from the same limited resource pool • Cannot just look at one criteria

  7. Goals of Evaluation • Reveals problem areas • Alerts personnel to potential problem areas • Identifies opportunities to increase customer satisfaction by reducing costs, accelerating work, or enhancing project outcomes

  8. Project Reporting • Four Methods of Reporting • Graphics (charts & tables) • Reports (oral & written) • Observations (MBW) • Review meetings

  9. Graphical Methods—Pros • Most efficient • Consolidate large amounts of data into easily understood information • Clarify project progress, performance, & projections • Distribute &/or display

  10. Graphical Methods—Cons • Hide or obscure information • Especially at work package level • May lead to erroneous conclusions • Don’t reveal causes or solutions • Potentially time consuming • Use computer-based tools

  11. Reports — Oral • Quick & easy to obtain • Quality depends upon communication skills of presenter • Both interpretative and verbal • Subject to loss of information if not followed up by other, more permanent, methods

  12. Reports — Written • Valuable but quality and usefulness varies • Summary format is best • Incorporate graphics & ratios (percentages) • Time consuming to prepare • During planning phase, schedule key reports as milestones and allow for preparation

  13. Direct Observation • “Management By Walking” • Get out of the office & do it often! • Limit distortion and filtering due to natural “spin” from senders to receivers • Maintain worker’s importance and ownership in project

  14. Project Review Meetings • Goal is to identify (a) project plan deviations & (b) corrective actions • Focus on • Current & anticipated CS&T problems • Potential methods of resolution • Improvement opportunities • Formal vs. Informal Reviews

  15. Formal Reviews • Formal review meetings • Must be planned and scheduled for particular project phases(critical stages & project milestones) • Project team accumulates & formats data • May require considerable preparation and outside experts &/or scrutiny • Review period may last for days or weeks

  16. Formal Review Meetings • Four common • Preliminary Design Review • Critical Design Review • Functional Readiness • Deliverable Readiness & Fitness

  17. Informal Meetings • “Peer Reviews” • Often just project team members, critical vendors and customer reps. • Hold frequently and regularly • Limit size to involved phase participants • Update status and prepare presentations

  18. Informal Meetings • Goals: • Uncover problems & emerging issues • Suggest corrective action • Expect problems • Avoid “finger pointing” and assigning blame • PM functions as group facilitator and encourages honesty & candor

  19. POA Pow-Wows • POA work sheet • POA—Planned, Organized, Actual • Simple Work Package level, matrix-type tracking tool • Task description • Person(s) Responsible • Dates planned, organized, and actually delivered

  20. Monthly Progress Reports • Brief project status summary • “Red Flag” items & corrective action • Accomplishments, changes, & projections • Minor problem areas & corrective action • Cost & manpower situation

  21. Reports to Project Manager • Work completed to date • Forecasts: • Costs at completion • Schedule expectations • Financial status • Incurred costs • Planned vs. actual

  22. Reports to Customer • Work completion status & projections • Changes (by requests &/or events) • Impacts on cost/time/scope • PM should bear responsibility • Honest & frequent • Avoid “Surprises”

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