1 office of project management metrics report presentation phil braun project management consultant...
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1
Office of Project ManagementMetrics Report Presentation
Phil Braun
Project Management Consultant – Alliant Energy – Office of Project Management
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Framework Metric Report is run at least
monthly (some are every two weeks)
Every project is assigned two dates and two dollar amounts Triangle Inner – Finish date (based
on Project Schedule) and dollar amount are updated every two weeks
Triangle Outer (Goals) – Finish date and dollar amount to include contingency (Determined in Project Charter and Project Change Requests)
Comparing the current TI to the TO every reporting period = Remaining Contingency
Triangle Inner
Cost/Date
Triangle Outer
Cost/Date
Con
tinge
ncy
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Metrics (continued) When completed, the final report will contain the following worksheets
in an Excel Workbook for each project governed by OPM: Accomplishments Dashboard Vendor Scorecard Change Management Dashboard Metrics Report Task Graphs Project Performance Graphs Resource Allocation Resource Non-Working Time Triangle & Benefit Summary Risk Matrix Issues Matrix Communications Matrix Training Matrix Decisions
(Updates at least monthly)
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AccomplishmentsFollowing questions are answered by the Project Manager in the Accomplishments page in the project metrics report:
Review Date Project Driver (Time, Cost, Scope) Overall Project Health (Completed by OPM using Project
Dashboard) Executive Summary Key Decisions, Issues, and/or Risks Significant Accomplishments Since Last Meeting Major Work Planned Over Next Period Comments Follow up Items from previous meeting Outcome of Action Items from Previous Meeting
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Project Dashboard Used to communicate status of the project. Information taken from latest metric report and put into
Microsoft Excel Dashboard is then made into .pdf file and placed on
Company Intranet Data entered into input area that drives formulas to
calculate variances and determine overall status color All Projects are rolled up to Portfolio Dashboard
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Project Dashboard (continued)
Input area
InsertedCalculated
5% 7%
G G
15% 9.08100% MEDIUM100%72%
0 Yes-0.5
YELLOW
N/A 64%0 41%
GREEN 57%
4.5GREENOverall Project Health Indicator:
Overall ScoreProject Consultant: Mike Consultant Score:
Project Sponsor: Jane SmithProject Manager: Tom Project
Business Group: General Please update project description in the box located in the dashboardExecutive Sponsor: Joe Smith
Points Deducted: Project % Work Complete:Indicator (al caps): Calendar Duration % Complete:
Indicator (all caps:PMPA Score
Score: Project % Duration Complete:
Points Deducted: Does it Exist:Indicator (all caps): GREEN Points Deducted:
Previous (2 weeks Prior) Risk Indicator:Previous (3 weeks Prior)Average: Resource OverAllocation
Average Task Completion Rate RiskCurrent: Overall Risk Score:
Indicator (all caps): GREEN Indicator (all caps): GREENPoints Deducted: 0 Points Deducted: 0Time Contingency %: 5.04% Cost Contingency %: 7.51%TI Duration in Weeks: 32.29 Cost Contingency $: $15,574TO Duration in Weeks: 34.00 Triangle Outer Cost: $207,500
TI (Scheduled) End Date: December 19, 2008 CTD (From Cost Tab in Metrics): $110,071TO End Date: December 31, 2008
Project Start Date: May 7, 2008 Triangle Inner Cost: $191,926
Execute & ControlPrimary Driver: Time
Time Contingency Cost Contingency
Quantifable Benefit: N/A Phase: September 19, 2008
Input Data
Project Name: Example Project Status Date:
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Project Dashboard (continued)Calculated Fields Time and Cost Contingency Color indicator based on matrix
1 to 24% 25 to 49% 50 to 74% 75 to 99% 100%Cost or Time Contingency:greater than 25% Green Green Red Red Red
20% to 24.9% Green Green Yellow Red Red15% to 19.9% Green Green Yellow Yellow Red10% to 14.9% Green Green Green Yellow Yellow5% to 9.9% Yellow Yellow Green Green Yellow0% to 4.9% Red Red Yellow Green Green
less than 0% Red Red Red Red Red
Calendar Duration
Red -1.5Yellow 0.5Green 0
Points Deducted
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Project Dashboard (continued)Calculated Fields
Average Task Completion Rate:
Average Tak Completion Rate: Points DeductedRed Project has a task completion rate of less than 50% -1
Yellow Project has a task completion rate of 50 to 59% -0.5Green Project has a task completion rate of greater than 60% 0
Resource Over allocation
Resource Over allocation: Points DeductedYellow Project resources are over-allocated -0.5Green Project resources are not over-allocated 0
PMPA Score
PMPA Score: Points DeductedRed PMPA Score, equal to or less than 84% -1
Yellow PMPA Score, 85 to 94% -0.5Green PMPA Score, equal to or greater than 95% 0
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Project Dashboard (continued)Overall score calculation
Every new project starts with a total of five (5) points.
The resulting score determines the overall project health indicator as follows: GREEN equal to or greater than 3.5 and up to 5 points; YELLOWYELLOW equal to or greater than 2 and up to 3.4 points; RED equal to 0 and up to 1.9 points
If a project is projecting over budget or late,then its Overall Health will be indicated as “RED.”
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Project Dashboard (continued)
Phase: Time
PLEASE CONTACT OPM FOR THE LATEST METRICS REPORT
Project Description
The purpose of the project is to complete a pilot implementation of a software package.
Project Manager: Tom Project Project Consultant: Mike Consultant
Executive Sponsor: Joe Smith Project Sponsor: Jane Smith
Triangle Outer Cost: $207,500 Triangle Inner Cost: $191,926
Triangle Outer Date: 12/31/2008 Triangle Inner Date: 12/19/2008
Calendar Duration % Complete: 57%
Project Details:Project Start Date: 5/7/2008 Business Group: General
Project % Duration Complete: 64% Project % Work Complete 41%
Resource Over-Allocation:Yes
PMPA Score 91%YELLOW
Average Task Completion Rate:48%
Overall Project Risk:9.08
RED MEDIUM
Key Indicators:
Time Contingency:5.04%
Cost Contingency:7.51%
GREEN GREEN
Status Date September 19, 2008 Execute & Control Primary Driver:
Project Name:Example Project
Project Dashboard
Overall Health: GREEN Quantifiable Benefit: N/A
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Vendor Scorecard Vendor Scorecard is completed by the Project
Manager to track Vendor performance on a project. The following data is tracked: Overall Vendor Performance Project Name Vendor Name (one report done for each vendor if
multiple vendors on project) Type of Contract Contract Dollar Amount Purpose for Vendor Has this Vendor been used on a previous
contract? Current Risk Score for Vendor portion of Risk
Matrix and Risk Level for Vendor Questions on Vendor Performance Each section contains a comment area that can be
used if needed
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Vendor Scorecard Questions Resource (Red, Yellow, Green, N/A – Answers)
Is the vendor providing enough resources to get the work done? Are the vendor resources knowledgeable about the product? Is the vendor responsive to questions and requests? Is the vendor Project Manager performing effectively?
Performance (Yes, No, or N/A – Answers) Are deliverables being completed on time? Is the cost still in-line with the current contract? Is the vendor providing tasks that are essential for project success and are
they updating those tasks on timely basis? Is the vendor meeting quality expectations?
Issues (Taken from Issues Log – Automatically calculates Red, Yellow or Green)
Customer Satisfaction (Yes, No, or N/A – Answers) Meets commitments made to Stakeholders? Is the Project Manager satisfied with the vendor? Is the Project Team satisfied with the vendor?
Escalation (Yes, No – Answers) Have you had to escalate any issues to the vendor’s management? If yes, were the issues resolved as expected?
Vendor Milestones (Green or Red based on if Milestone is completed on time) Updated from metrics report
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Example of Vendor
Scorecard(Page 1)No
Score Risk Level9.5 MEDIUM
Green Red/Yellow/Green or N/AYellow Red/Yellow/Green or N/A
Red Red/Yellow/Green or N/AGreen Red/Yellow/Green or N/A
Yes Yes/No or N/AYes Yes/No or N/A
NoYes/No or N/A
Yes Yes/No or N/A
20 Total Issues2 Vendor Issues
10% Calculated
Comments on Issues
Is the vendor providing enough resources to get the work done?Are the vendor resources knowledgeable about the product?
Is the vendor providing tasks that are essential for project success and are they updating those tasks on a timely basis?Is the vendor meeting Alliant Energy's quality expectations?
Overall Performance Indicator: Yellow
Vendor Performance Scorecard
Type of Contract: Time and Materials
Purpose for Vendor: To install a very important system for the company
$2,568,235Contract Dollar Amount:
Is the cost still in-line with the current contract?
Overall Vendor Performance Yellow
Vendor Name:
Project Name: ABC Project
Ucandoit Corporation
Resource
Comments on Resource Section
Overall Issues Indicator: Green
Has this Vendor been used on a previous contract?
Current Risk score (Vendor)
Are deliverables being completed on time?
Is the vendor responsive to questions and requests?
Overall Resource Indicator: Yellow
Performance
Is the vendor Project Manager performing effectively?
Issues
Comments on Performance
Number of open issues on the issue log:Number of issues that are vendor related:Percent of issues related to vendor:
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Example of Vendor
Scorecard(Page 2)
Yes Yes/No or N/AYes Yes/No or N/ANo Yes/No or N/A
Yes Yes/NoYes Yes/No
UID T.I Date T.O Date % CompleteDifference (in
days) Indicator1 27-Oct-08 22-Jan-09 100% 87 Green2 15-Mar-09 10-Feb-09 100% -33 Red3 23-Apr-09 9-May-09 0% 16 Green4 2-Sep-09 1-Sep-09 0% -1 Red5 2-Jul-09 23-Sep-09 0% 83 Green
Yellow
Vendor Milestone 1Vendor Milestone 2Vendor Milestone 3Vendor Milestone 4
Comments on Vendor Milestones
Overall Milestone Indicator: Red
Comments on Customer Satisifaction
Is the Project Team satisfied with the vendor?Is the Project Manager satisfied with the vendor?
EscalationHave you had to escalate any issues to the vendor's management?If yes, were the issues resolved as expected?
Overall Escalation Indicator: Yellow
Comments on Escalation
Vendor Milestones
Milestone Name
Vendor Milestone 5
Overall Customer Satisfaction Indicator: Yellow
Customer SatisfactionMeets commitments made to Alliant Energy Stakeholders?
15
Project Change Management Dashboard
Project Name:Status Date:
Yellow
1 No RED
2
Started
YELLOW
3Yes
GREEN
4 Started YELLOW
5No
RED
6 Started YELLOW
7No
RED
8 Yes GREEN
9 Started YELLOW
10 No RED
11Yes
GREEN
12No
RED
13 Started YELLOW
14 Yes GREEN
Project Change Management Dashboard
ABC Project
Have training programs dealing with all required aspects of the technology and on-going support been identified and developed?
Have training dates, funding and trainers been identified and scheduled?
Are the business units that will own and support the technology or integrated system aware change is coming?
Have the following questions been answered for each of the stakeholders? 1) why is this change happening 2) what's in it for me 3) what are the risks of not changing 4) what are organizational benefits
Are the business units that will own and support the technology or integrated system aware of the on-going operational support needs once the project is implemented?
Has management of the business units been involved in the project's development?
Does the communications plan include change management aspects related to the project or system being implemented?
Are the business units willing to take on the operation and on-going support of the technology or system?
Overall Change Management Status
5-Jun-09
Has the business units' staff been trained to operate and support the technology or integrated system?
Have the business units budgeted funds required to support the on-going operation?
Have the change management tasks required to transition the project to operations been defined and are they included in the project schedule?
Has the impact of changes to the workflow processes been evaluated, defined and explained to all who may be impacted by the change?
Have the technology end-users been involved in the project's development, including requirements definition, vendor selection, prototype evaluation, testing, etc.?
Do the business units have the required staff to operate and support the technology or integrated system?
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Metrics Report
The metrics report is ran by using a macro that exports a Microsoft Project schedule to a Crystal Reporting engine that then exports the following information to Microsoft Excel.
Metrics completed in categories: Project Plan Summary Date Summary/Task Summary Tracking Milestones Cost Summary/% Completion Rate Miscellaneous Comments Audit Summary Metrics Summary Project Plan Audit Project Plan Metrics
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Metrics Report (continued)
Project Plan Summary
Project Plan Summary:
Date Prepared: 22-Sep-08 Last Status Date: 05-Sep-08Project: Test Project Current Status Date: 19-Sep-08OPM Project ID: 200804 Difference: 14 daysProject Manager: Joe Smith Next Status Date (estimated): 03-Oct-08Project Sponsor: Jane Smith Difference: 14 daysScheduled Status Date: 19-Sep-08 Next Meeting Date: 08-Oct-08Report Completed By: Bob SmithReport Reviewed By: Jackie Smith
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Metrics Report (continued)
Date/Task Summary
Date Summary: Task Summary:
Baseline Finish Date: 30-Jan-09 Total Number of Tasks: 152Triangle Inner Date: 19-Dec-08 Total Remaining Tasks: 79Triangle Outer Date: 31-Dec-08 Total Remaining Hours: 1,373Time Contingency: 12 days Previous Total Remaining Hours: 1,462
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Metrics Report (continued)
Tracking Milestones List of Milestones set by Project Manager Fields Tracked include the following:
Task Name Triangle Inner Date Triangle Outer Date % Complete Difference in weeks
2020
Metrics Report (continued)
Cost Summary/% Completion Rate
Calendar Duration % Complete: 66%% Budget Consumed: 68%
Cost Summary: % Completion Rate:
Triangle Inner Cost: $4,208,539 Project Duration % Complete: 91%Triangle Outer Cost: $4,547,518 Project Work % Complete: 84%Cost Contingency: $338,979
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Metrics Report (continued)
Miscellaneous # Scope Change Requests
Approved changes to scope on the project PMPA Score
Internal score used to gauge strength of schedule CSAT (Customer Satisfaction) Score
Currently in progress to determine best way to capture metric
Miscellaneous:
# Scope Change Requests:PMPA Score: N/ACSAT Score: N/A
2222
Metrics Report (continued)
Comments Used to comment on changes that may need to be made to
schedule Used to relay information regarding schedule and metrics
report
2323
Metrics Report (continued)
Audit Summary
1.2.3.4.5.6.7.8.9.
10.11.12.
Audit Summary:
Tasks with remaining duration greater than 10 days: 0One start and one finish task? YesTasks with no predecessors: 1Tasks with no successors: 1Critical Path (number of tasks and percentage): 33 42%Constraints: 0Tasks with negative slack: 0Activities with actual dates in the future: 0Tasks not re-scheduled: 0Resource over-allocation: YesCost model applied: YesStandard settings applied (date checked): Yes 28-Jul-08
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Metrics Report (continued)
Metrics Summary
1. 132. 23. 64. 55. 06. 187. 128. 79. 15%
10. 26
Metrics Summary:
Tasks scheduled for completion by the current status date:Tasks scheduled for completion by the current status date and actually completed:Tasks scheduled for completion by the current status date that were deleted:Late Tasks:Tasks completed prior to the previous status date, but reported late:Total tasks deleted:Total tasks added:Grand total of tasks completed since the last status date:Percent complete ( #2 / ( #1 - #5 ) ):Tasks scheduled to be completed during the next period:
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Metrics Report (continued)
Project Plan Audit Displays activities that are on the Critical Path
Project Plan Metrics Displays following activities:
Tasks scheduled for completion by the current status date Tasks scheduled for completion by the current status date and
actually completed Tasks scheduled for completion by the current status date that
were deleted Late tasks Total tasks deleted Total tasks added Grand total of tasks completed since last status date Tasks scheduled to be completed during next period
26
Task GraphsTask Completion History Graph
Forecasted Project Completion Date
0
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Tasks Total Closed Linear (Tasks) Linear (Total Closed)
T.O. Finish Date 8/31/11
T.I. Finish Date 4/13/11
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Status Date
Nu
mb
er o
f T
asks
0%20%40%60%80%100%120%140%160%
Scheduled
Completed
% Complete
Total % Complete
Forecasted Project
Completion Date
Approximately11/15/10
27
Task Completion History Graphs
Task Completion History Graphs Shows the Task completion rate by reporting period
Status Date Scheduled CompletedTotal Tasks Completed
12-Jun-09 15 14 1424-Jun-09 20 18 1910-Jul-09 25 16 2624-Jul-09 30 14 3405-Aug-09 22 17 2424-Aug-09 31 12 1404-Sep-09 30 19 2718-Sep-09 40 26 3302-Oct-09 33 26 3616-Oct-09 21 15 2630-Oct-09 25 21 3413-Nov-09 50 31 3430-Nov-09 31 20 2411-Dec-09 23 16 2131-Dec-09 26 14 1615-Jan-10 26 14 2029-Jan-10 50 19 2212-Feb-10 45 32 3526-Feb-10 47 36 3912-Mar-10 26 18 1926-Mar-10 24 16 2009-Apr-10 23 22 2623-Apr-10 31 27 2806-May-10 18 11 1521-May-10 12 11 18Total: 1153 756 67% Average 965 87% Average
Total % Complete% Complete
93% 93%90% 95%
47% 113%64% 104%
77% 109%39% 45%63% 90%65% 83%79% 109%71% 124%
70% 91%
84% 136%62% 68%
69% 73%
71% 78%77% 83%
54% 77%
67% 83%
38% 44%
54% 62%
65% 77%
92% 150%
96% 113%
61% 83%87% 90%
28
Forecasted Project Completion Date
Calculates Approximate finish date based on tasks being completed every reporting period
Uses trend lines for analysis
1/15/2010 1/29/2010 2/12/2010 2/26/2010 3/12/2010 3/26/2010 4/9/2010 4/23/2010 5/7/2010 5/21/2010Tasks 1051 1054 1073 1092 1100 1103 1107 1108 1115 1125Tasks Remaining 285 265 249 225 214 197 176 149 141 133Total Closed 766 789 824 867 886 906 931 959 974 992
29
Project Performance Graphs
91% 84%% Calendar Duration Complete 66% 68%
Current Period Percent Complete % Duration Complete % Work Complete
% Budget Consumed
Time & Cost Contingency Percent Complete
Time vs. Work
Current Period Time & Cost Contingency
Time Contingency Cost Contingency10% 8%
0%2%4%6%8%
10%12%14%16%
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Status Date%
Co
nti
ng
en
cy
Time Contingency Cost Contingency
0%25%50%75%
100%
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Status Date
% C
om
ple
te
% Duration Complete % Work Complete
% Calendar Duration Complete % Budget Consumed
30
Time & Cost ContingencyTime & Cost Contingency
Current Period Time & Cost Contingency
Time Contingency Cost Contingency10% 8%
0%2%4%6%8%
10%12%14%16%
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Status Date
% C
on
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ge
ncy
Time Contingency Cost Contingency
Contingency is the difference between the Triangle Inner Date/Cost and Triangle Outer Date/Cost
Graph shows contingency history by reporting period
Status DateTime
Contingency Cost
Contingency29-May-09 11% 11%12-Jun-09 11% 11%26-Jun-09 13% 13%10-Jul-09 13% 13%24-Jul-09 13% 13%07-Aug-09 13% 9%24-Aug-09 13% 14%04-Sep-09 12% 14%18-Sep-09 13% 11%02-Oct-09 12% 7%16-Oct-09 10% 11%30-Oct-09 14% 11%13-Nov-09 14% 10%30-Nov-09 13% 9%11-Dec-09 14% 9%31-Dec-09 14% 9%15-Jan-10 13% 10%29-Jan-10 15% 9%12-Feb-10 9% 10%26-Feb-10 9% 9%12-Mar-10 10% 6%26-Mar-10 10% 6%09-Apr-10 10% 6%23-Apr-10 10% 9%06-May-10 5% 8%21-May-10 10% 8%
31
Percent Complete
91% 84%% Calendar Duration Complete 66% 68%
Current Period Percent Complete % Duration Complete % Work Complete
% Budget Consumed
Percent Complete
0%25%50%75%
100%
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Status Date
% C
om
ple
te
% Duration Complete % Work Complete
% Calendar Duration Complete % Budget Consumed
Status Date% Duration Complete
% Work Complete
% Calendar Duration Complete
% Budget Consumed
12-Jun-09 51% 41% 40%26-Jun-09 55% 43% 41%10-Jul-09 57% 47% 43%24-Jul-09 58% 52% 44% 45%07-Aug-09 59% 53% 44% 45%24-Aug-09 61% 55% 46% 47%04-Sep-09 64% 55% 47% 47%18-Sep-09 65% 56% 48% 49%02-Oct-09 69% 59% 49% 53%16-Oct-09 70% 63% 50% 53%30-Oct-09 74% 66% 51% 53%13-Nov-09 76% 68% 52% 54%30-Nov-09 78% 70% 53% 56%11-Dec-09 79% 70% 54% 57%31-Dec-09 81% 72% 55% 59%15-Jan-10 81% 71% 56% 58%29-Jan-10 84% 74% 57% 59%12-Feb-10 85% 74% 58% 59%26-Feb-10 85% 75% 59% 61%12-Mar-10 86% 80% 61% 62%26-Mar-10 86% 81% 62% 62%09-Apr-10 89% 84% 63% 63%23-Apr-10 90% 85% 64% 65%06-May-10 91% 86% 65% 67%21-May-10 91% 94% 66% 68%
Note: Hid rows 142 through 165
32
Time vs. Work
•Graph is created in Microsoft Project using Analyze Timescaled Data in Excel… Add in.
•Graphs work to be completed over the length of the project.
33
Resource Allocation
Resource Name
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Crosby;Mason **Percent Allocation 0% 18% 0% 80% 98% 50% 60% 120% 180% 80% 0% 40% 0%*Capacity 8 40 32 40 40 40 40 40 40 40 40 40 40Project 123 0 7 0 32 39 20 24 48 72 32 0 16 0ABC Project 0 0 0 0 0 0 0 0 0 0 0 0 0Best Project Ever 0 0 0 0 0 0 0 0 0 0 0 0 0
Shepard;Noah **Percent Allocation 78% 78% 78% 78% 78% 78% 78% 78% 78% 78% 78% 78% 78%*Capacity 8 24 32 24 24 40 40 10 40 28 40 40 40Never Ending Project 0 0 0 0 0 0 0 0 0 0 0 0 0Best Project Ever 0 0 0 0 0 0 0 0 0 0 0 0 0Functional & Administrative Work 6.27 18.82 25.09 18.82 18.82 31.36 31.36 7.84 31.36 21.95 31.36 31.36 31.36
Harrell;Graham **Percent Allocation 0% 0% 46% 10% 23% 120% 136% 112% 68% 1% 0% 11% 85%*Capacity 8 40 32 40 40 40 40 40 40 40 40 40 40ABC Project 0 0 14.82 3.9 3.04 48 54.36 44.3 26.67 0 0 4.53 28Maintenance Project 0 0 0 0 6 0 0 0.47 0.67 0.47 0 0 6
Masthay;Tim **Percent Allocation 25% 12% 0% 7% 0% 0% 0% 0% 0% 0% 0% 0% 0%*Capacity 8 40 32 24 40 40 32 40 40 32 40 40 40XYZ Project 2.01 4.64 0 1.67 0 0 0 0 0 0 0 0 0ABC Project 0 0 0 0 0 0 0 0 0 0 0 0 0Functional & Administrative Work 0 0 0 0 0 0 0 0 0 0 0 0 0
Bryan;Chris **Percent Allocation 101% 100% 100% 100% 100% 100% 103% 106% 106% 106% 112% 153% 109%*Capacity 8 40 32 40 40 40 40 40 40 40 40 40 40Team Functional & Administrative Work 8.04 40.19 32.15 40.19 40.19 40.19 41.08 42.41 42.41 42.41 42.41 42.41 42.41ABC Project 0 0 0 0 0 0 0 0 0 0 2.37 18.6 1.2
34
Resource Allocation
Resource Name
5/21
/201
0 -
5/22
/201
0
5/23
/201
0 -
5/29
/201
0
5/30
/201
0 -
6/5/
201
0
6/6/
2010
- 6
/12/
201
0
6/13
/201
0 -
6/19
/201
0
6/20
/201
0 -
6/26
/201
0
6/27
/201
0 -
7/3/
201
0
7/4/
2010
- 7
/10/
201
0
7/11
/201
0 -
7/17
/201
0
7/18
/201
0 -
7/24
/201
0
7/25
/201
0 -
7/31
/201
0
8/1/
2010
- 8
/7/2
010
8/8/
2010
- 8
/14/
201
0
Crosby;Mason **Percent Allocation 0% 18% 0% 80% 98% 50% 60% 120% 180% 80% 0% 40% 0%*Capacity 8 40 32 40 40 40 40 40 40 40 40 40 40Project 123 0 7 0 32 39 20 24 48 72 32 0 16 0ABC Project 0 0 0 0 0 0 0 0 0 0 0 0 0Best Project Ever 0 0 0 0 0 0 0 0 0 0 0 0 0
*Capacity 8 24 32 24 24 40 40 10 40 28 40 40 40Never Ending Project 0 0 0 0 0 0 0 0 0 0 0 0 0Best Project Ever 0 0 0 0 0 0 0 0 0 0 0 0 0Functional & Administrative Work 6.27 18.82 25.09 18.82 18.82 31.36 31.36 7.84 31.36 21.95 31.36 31.36 31.36
*Capacity 8 40 32 40 40 40 40 40 40 40 40 40 40ABC Project 0 0 14.82 3.9 3.04 48 54.36 44.3 26.67 0 0 4.53 28Maintenance Project 0 0 0 0 6 0 0 0.47 0.67 0.47 0 0 6
*Capacity 8 40 32 24 40 40 32 40 40 32 40 40 40XYZ Project 2.01 4.64 0 1.67 0 0 0 0 0 0 0 0 0ABC Project 0 0 0 0 0 0 0 0 0 0 0 0 0Functional & Administrative Work 0 0 0 0 0 0 0 0 0 0 0 0 0
*Capacity 8 40 32 40 40 40 40 40 40 40 40 40 40Team Functional & Administrative Work 8.04 40.19 32.15 40.19 40.19 40.19 41.08 42.41 42.41 42.41 42.41 42.41 42.41ABC Project 0 0 0 0 0 0 0 0 0 0 2.37 18.6 1.2
Resource Name
Shows Percent of Allocation by
Week
Capacity (Includes Vacation and Holidays)
Shows all projects that resource is assigned to
Data is taken from Project Server 2007 – Resource Center and downloaded to Microsoft Excel.
Macro is then ran to format data and add color, format, etc.
35
Resource Non-Working TimeDate Resource Monday Tuesday Wednesday Thursday Friday Total
06/06/10 - 06/12/10 Jones;Khalil 8 8 1606/06/10 - 06/12/10 Williams;Patrick 8 8 8 8 3206/13/10 - 06/19/10 Peprah;Charlie 8 8 8 8 8 4006/20/10 - 06/26/10 Peprah;Charlie 8 8 8 8 8 4006/27/10 - 07/03/10 Jones;Khalil 8 806/27/10 - 07/03/10 Peprah;Charlie 8 8 8 8 8 4007/04/10 - 07/10/10 Peprah;Charlie 8 8 8 2407/18/10 - 07/24/10 Jones;Khalil 8 807/18/10 - 07/24/10 Williams;Patrick 8 8 8 2408/08/10 - 08/14/10 Williams;Patrick 8 8 8 2408/15/10 - 08/21/10 Williams;Patrick 8 8 8 8 8 4008/29/10 - 09/04/10 Jones;Khalil 8 8 16
• Resource Enters Non-Working time into Microsoft Outlook Add-In
• Time is placed in MS Outlook calendar and also placed into MS Project Server
• Resource Calendar impacts project schedule
• Report allows PM to see scheduled time off for team
3636
Triangle and Benefit Summary
Triangle Outer and Triangle Inner information Cost broken out by year and summed Scope – Must have and nice to have Explanation of benefits
3737
Matrix TypesRisk Matrix
Updated weekly Projects categorized as High, Medium or Low risk Following categories are used:
Technical, Quality & Performance Project Management Organizational Vendor Other External
Header of Risk Matrix
Risk Type # Risk Event Description and Resulting Effect
Quantify the Risk Effect
(Impact on Time, Cost, Quality, Benefit,
Customer Satisfaction)Probability
(1-5)Impact
(1-5)
Overall Risk (Calculated)<= 5: LOW6-10: MED> 10: HIGH Risk Detection Resp.
Risk Response Strategy (Mitigate, Transfer,
Avoid, Accept)
3838
Matrix Types (continued)Issues Matrix Used to track issues on the project
Header of Issue Matrix# Description of Issue Requested by Priority Impact Status Due Date Responsibility Resolution History
Date Resolved
Communications Matrix Used to track needed communications relevant to
project
#Audience
(Individual or Group)Communication
Description Purpose Vehicle Frequency
Target Completion
Date Status Resp. Notes
Header of Communications Matrix
3939
Matrix Types (continued)Decision Matrix Used to track decisions made by project team or
decisions that affect the project
Header of Decision Matrix
Training Matrix Used to track training needs for the project
Each project can develop and maintain their own training plan
# Decision Description Decision Makers Date
4040
Portfolio Dashboard
Project A
GREEN
RED
RED
GREEN
RED
Project H 65%
Project F 88%
Project K
RED57%
Project L
57% GREEN
71% GREEN
Project I
Project J
Project G 84%
Project D 53%
Project E 135%
Project B 95% RED
28% GREEN
OPM Projects Dashboard
Updated as of September 18, 2008
Insufficient data to determine overall health
Overall Project Status
24%
Project Name (Hyperlink to Project Dashboard)
Calendar Duration % Complete
Project C
YELLOW
RED
YELLOW
GREEN
Projects will remain on the Dashboard for 1 month after their completion.
The dashboard data is as good as the project data compiled to create it. Every effort is made to ensure accurate and timely data, and exceptions could exist. In this event, OPM maintains the right to adjust dashboard health indicators as appropriate. T
indicates the project sponsor, executives and others may need to intervene to get the project back on track if that is possible
The overall health of a project is indicated by the colors:
indicates that the project sponsor and others should investigate the reason(s) for concern
indicates that the overall health of the project at this time appears to be good, but it is merely an indicator and, of course, the health of a project could change as the project progresses
Legend
41
Examples
Examples of metrics reports are available as a hard copy here today
If you are interested in receiving a soft copy please email [email protected]