Performance Reporting
(→Setting a Baseline Plan) |
(→Setting a Baseline Plan) |
||
| Line 137: | Line 137: | ||
As first action to implement progress and performance reporting is to set a baseline. The reference value are acquired from the [[Work Breakdown Structure (WBS)|work breakdown structure]]. The [[Work Breakdown Structure (WBS)|WBS]] provides discrete work packages tied to deliverables and organization unit. | As first action to implement progress and performance reporting is to set a baseline. The reference value are acquired from the [[Work Breakdown Structure (WBS)|work breakdown structure]]. The [[Work Breakdown Structure (WBS)|WBS]] provides discrete work packages tied to deliverables and organization unit. | ||
Furthermore, each work package defines the work, duration and budget. Next the project network schedule time-phase all work, resources and budget into a baseline plan. | Furthermore, each work package defines the work, duration and budget. Next the project network schedule time-phase all work, resources and budget into a baseline plan. | ||
| + | ===Measuring Progress and Performance=== | ||
| + | The measured performance can be qualitative or quantitative. Qualitative measures can be performed by on-site-inspection. Quantitative measures regards mainly time and budget performance. Relevant measurement are made on the early or late actualization of the [[The Critical Path Method (CPM)|critical path]]. The slack of of near-critical path can be measured in relation with the arise of new critical activities. | ||
| + | Economical measurement keeps track on the expenditure performance to compare it with the budget values. However, in order to realistically estimate the performance agains time phased budget we have to consider [[Earned Value Analysis|earned value]] as well. | ||
| + | |||
| + | |||
The project manager should train and communicate the importance of maintaining reporting system to the project members. | The project manager should train and communicate the importance of maintaining reporting system to the project members. | ||
== Notes == | == Notes == | ||
<references/> | <references/> | ||
Revision as of 15:42, 19 September 2017
Project reporting is all the set of activities aimed to monitor the progress of different activities of a project. The state of each activity is defined by the evaluation of data representing the metrics chosen for the Report. The main outcome of a correct reporting system is to provide information about the state of a project. These information should be available in a time range that allows the project manager to eventually take effective corrective actions. [1]
Contents |
Scope of Control
Different knowledge areas are involved as in planning, also in the control activities, these are[2]:
| Area | Role | Reporting documents |
|---|---|---|
| Scope (or Configuration) Management | The scope of work defines what the project is producing or delivering. Reports will take track of scope variation during the implementation. |
|
| Technical Support | Technical experts keeps track of their results to interpret clients need and addressing it respecting regulation and adopting good practices. |
|
| Time Management | Outlines the sequence and timing of the scope of work through control documents as Progress report |
|
| Procurement Management | The procurement function classifies all the purchased items. These are procured to specification, time schedule and budget |
|
| Resource Management | Resource management is in charge to integrate the resource estimate with time management to produce resource forecast. Used resourced are closely linked to manpower requirements. |
|
| Cost Management | Cost Management allocates budgets and cash-flows to the work packages |
|
| Change Control | Set of documents that tracks and revise the progress of the scope of work. |
|
| Quality Management | State how the company plans to meet the requirements |
|
| Communication Management | The communication functions share information and instruction to the responsible parties. |
|
| Human Resource Management | The HR function sets frameworks for the persons employed in the project. |
|
| Environmental Management | Takes in account all the external issues that may effect the project. |
|
Data acquisition
Metrics
Data capture is the activity of reporting information to the project manager on periodical basis. This allow the project management to be aware if the project's progress and status. The accuracy of the reporting system is just as accurate as the data captured are. The data collected originate from the chosen metrics. The purpose of the metrics is to provide the management with the current situation overview and possible future scenarios. Typically the information that are expressed by the data are related to[3]:
- Activity duration and completion status
- Resource usage rate
- Actual cost of resources and activities
Those measures are then compared with the expected duration, usage and costs defined before the activity execution. When projected and actual data are available is then possible to make a comparison and identify possible deviations. If some deviation manifests, in the schedule, resource consumption and expenditure it is possible to locate the problem. The report should be capable to explicate causes and responsibilities for overrun. Additionally the report should indicate the forecast for cost overrun in case of midway overrun occurs.
Maintenance
Once the metrics are defined is necessary to define:
- Who should be responsible to gather and elaborate the data. It could be a project team, contractors, cost engineers or data could come from the company's ERP[4]
- When the data will be assembled and communicated and which is going to be the reporting period (day, week, months, quarter...
Application
Setting a Baseline Plan
As first action to implement progress and performance reporting is to set a baseline. The reference value are acquired from the work breakdown structure. The WBS provides discrete work packages tied to deliverables and organization unit. Furthermore, each work package defines the work, duration and budget. Next the project network schedule time-phase all work, resources and budget into a baseline plan.
Measuring Progress and Performance
The measured performance can be qualitative or quantitative. Qualitative measures can be performed by on-site-inspection. Quantitative measures regards mainly time and budget performance. Relevant measurement are made on the early or late actualization of the critical path. The slack of of near-critical path can be measured in relation with the arise of new critical activities. Economical measurement keeps track on the expenditure performance to compare it with the budget values. However, in order to realistically estimate the performance agains time phased budget we have to consider earned value as well.
The project manager should train and communicate the importance of maintaining reporting system to the project members.
Notes
- ↑ Project Management: Planning and Control Techniques, Third Edition, Wiley, Chichester, 1999, p. 191
- ↑ Project Management: Planning and Control Techniques, Third Edition, Wiley, Chichester, 1999, p. 193
- ↑ Project Management: The Managerial Process, Third Edition, Clifford Gray and Eric Larson, Mc Graw Hill, 2006, p. 193
- ↑ https://www.defactosoftware.com/erp-software/data-analysis-and-reporting
