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Lecture 5 Monitoring and Information Systems

The document discusses project monitoring and information systems, including how to design an effective monitoring system by identifying key factors to monitor, such as scope, cost, and time, and how to collect and report data in a timely manner to the appropriate parties. It also covers using earned value analysis to quantitatively monitor project performance by comparing planned, actual, and earned values. Variances, indices, and different types of reports are also discussed as tools for monitoring project progress and performance.

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Soad Solaiman
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88 views27 pages

Lecture 5 Monitoring and Information Systems

The document discusses project monitoring and information systems, including how to design an effective monitoring system by identifying key factors to monitor, such as scope, cost, and time, and how to collect and report data in a timely manner to the appropriate parties. It also covers using earned value analysis to quantitatively monitor project performance by comparing planned, actual, and earned values. Variances, indices, and different types of reports are also discussed as tools for monitoring project progress and performance.

Uploaded by

Soad Solaiman
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 PDF, TXT or read online on Scribd
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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

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