Project Monitoring and Controlling

Templates
The Project Monitoring and Controlling Process Group includes the processes to ensure that the
project is managed and executed according to the Project Plan. Project Monitoring and
Controlling includes tracking, reviewing and managing the progress and performance of the
project along with managing changes when required

PROJECT STATUS REPORT TEMPLATE

Project Status Summary                   Percent Complete: xx%

Scope Schedule Cost Risks Quality

This section of the project status report provides a quick executive overview of the status of the
project. It is intended for high level management so it should not get too much into the details of
the project. However, it should highlight anything specific which should be brought to their
attention. The Scope/Schedule/Cost/Quality table above is a quick way to present a color coded
dashboard for the status report. Typically a variance of +/- 5% will warrant a yellow cautionary
color and +/- 10% will warrant a red warning color. For a project which needs tighter control +/-
2% and +/- 5% are used for these thresholds; whereas, other projects with less strict control may
use 10% and 20% variances. The percent complete here should be the percent completion of the
entire project. For any constraint which is yellow or red this section should contain brief
explanation the reason why.

The project schedule is 7% behind schedule due to inclement weather which has affected the
installation of the fiber optics throughout the campus. This should not affect the project
completion date as crews are planning to make up the time by working weekends and extended
hours next month.

The project risks is red due to the inclement weather and servers which were delivered last
month weren't configured with the correct hardware specifications. The impact of the inclement
weather on the schedule will be mitigated by having crews make up the time by working
weekends and extended hours next month. Currently we are working with the server vendor to
resolve the server hardware configuration problem. The configuration delivered will not handle
the work load of going live in two months; however, it is sufficient for development and testing
activities scheduled prior to going live.
Worked Planned Last Week

For this section of the project status report you can copy the "Worked Planned for Next Week"
section from last week's status report and paste it into this section.

Work Completed Last Week

In this section you should provide a highlight of work performed and milestones and/or
deliverables met during the past week.

Work Planned for Next Week

Provide an overview of the work being performed during the next week and any milestones or
deliverables you expect to meet.

Open Issues

This part of the project status report should contain a list of open issues along with their status.

Open Risks

This section should contain a list of all open risks (risks which have occurred, or are on the verge
of occurring).

Deliverables and Milestones

This section is a quick table which shows the status of the project milestones and deliverables.

The first column is for the name of the Milestone or Deliverable as it's in the project plan. The
next column is the WBS number, this makes it easier to find the milestone/deliverable in the
project plan. Planned is the planned date according to the approved project plan, the forecasted is
the date you expect and actual is the actual date the milestone was met or deliverable was
delivered. The status is a simple one or two word status such as; completed, on schedule, behind
schedule, accepted, etc.

Milestone WBS Planned Forecasted Actua Status

l
Deliverabl WBS Planned Forecasted Actua Status
e l

Open Change Requests

Use this section of the project status report to track all changes to the project and report the status
of those changes. Tracking of changes starts with the request for the change, tracks the approval
status and ends when the change is added to the project, the project plan and schedule update and
it has become a part of the project.

Change Request Change Request Request Current Status

Name No. Date
Add xyz Functionality CR55043 3/14/20xx In Review by CCB
Add Redundant CR55012 2/17/20xx Approved and Being Added to the Project
Servers Plan

Key Performance Indicators (KPI's)

Many managers turn right to this section as it provide a clear view of the status of the project
according the earned value metrics. In your project you need to decide which metrics to monitor,
but be sure not to include too many as you may end up providing the same information but in
different forms. We like to track SV, SPI, CV and CPI in the layout below. Next to the schedule
and cost headings you should state whether the project is ahead of or behind schedule and over
or under budget. Notice we left out the word on - it is highly unlikely that you. If you like you
can also include a paragraph at the beginning of this section of the project status report
presenting the earned value results in verbose.

Schedule - Project is Ahead/Behind Schedule

Schedule Variance (SV): $xxxx
Schedule Performance Index (SPI): x.xx

Cost - Project is Over/Under Budget

Cost Variance (CV): $xxxx
Cost Performance Index (CPI): x.xx

Root Cause Analysis

Performing a Root Cause Analysis is never fun, most of us avoid it like the plague. However, if
you take a structured approach to performing a root cause analysis it can be quite easy and will
pay off in the long run.
 ROOT CAUSE ANALYSIS TEMPLATE

Introduction

This section highlights the purpose and importance of the Root Cause Analysis (RCA). It
provides a discussion of the approach taken to identify and document the root cause of a
particular problem. The RCA also includes the follow-up actions necessary to properly address
the root cause. It also highlights what root causes should/should not consist of.

The purpose of this Root Cause Analysis (RCA) is to determine the causes that contributed to the
recent fiber optic cable project’s material failure in the research lab. From this RCA we will
determine exactly what happened during the failure event, how it happened, and why it
happened. In order to accomplish this, a formal investigation will take place among an
investigative team assigned by the Vice President of Technology. Once the team identified what,
how, and why this event occurred, a list of root causes will be developed. This list of root causes
will then be used to implement any changes necessary in order to prevent another similar failure.

It is important to note that for the purpose of this RCA, root causes should be:

 As specific as possible
 Reasonably identifiable
 Able to be managed/controlled

Careful consideration must be given to all findings related to this RCA as these findings, as well
as their corrective measures, will impact the TruWave project. Formal communication with the
TruWave project team must be conducted throughout and upon completion of this RCA.

Event Description

This section provides a description of the event that is being analyzed. It provides a clear and
concise description of the problem that triggered this Root Cause Analysis. It should state the
date, time, detailed description of the event/problem, who detected the problem, who it affected,
and how it affected them. It is important that the descriptions are as detailed as possible since this
problem is the source of the entire RCA.

On Friday morning, June 1, 20xx at 9:18am a failure occurred on cable line #2 during the trial
run of our new fiber optic cable product, TruWave. The line technician on duty, Joe Smith,
noticed that the polyethylene cable jacketing was deformed as it exited the extrusion device.
Instead of a uniform distribution of the jacketing material, the jacketing material was thicker in
some areas and thinner in others. The technician also noted that there were significant tears in the
material and other areas with no jacketing leaving the cable core exposed. Mr. Smith
immediately shut the cabling line down, preserved all of the data in the cabling line computer,
and notified his supervisor, Janet Brown, per company procedure.

This event affects the entire TruWave project team and stakeholders as it may require changes in
the scope, cost, and/or schedule of the project. This investigation may result in the need to make
design changes, process changes, or other modifications that may delay project completion and
product release currently scheduled for October 1, 20xx and January 1, 20xx respectively. As
previously stated, all findings and corrective actions must be formally communicated with the
project team.

Chronology of Events/Timeline

In this section of the Root Casue Analysis you are to provide a detailed chronology of the events
leading up to, and following, the problem. This is an important piece of the RCA as the
chronology of events may lead to clues in determining how or why the problem occurred. Be
sure to include names, times and detailed descriptions of all activities.

9:00 AM - Friday June 1st 20xx

Cabling line #2 was powered up in the research lab by technician Joe Smith.

9:02 AM - Friday June 1st 20xx

Technician Joe Smith manually enters process data and parameters for experimental cabling run
of TruWave product.

9:07 AM – Friday June 1st 20xx

Technician Joe Smith completes loading of cable core material onto feeder spool and awaits
cabling line computer acknowledgement that the line components have reached all temperatures
and are ready for operation.

9:13 AM – Friday June 1st 20xx

Technician Joe Smith receives acknowledgement that the line is ready for operation and initiates
cabling start.

9:16 AM – Friday June 1st 20xx

Technician Joe Smith notices the first anomalies in the cable jacketing as it exits the extrusion
device. No steps are taken as it is considered normal for there to be a high degree of deformity
within the first 20-30 meters of a cable run.

9:18 AM – Friday June 1st 20xx

Technician Joe Smith notices that the deformity is still present beyond any reasonably expected
length of a cable run. He immediately initiates the shutdown sequence of the cable line which
includes preserving all data in the computer for any follow on investigation.

9:20 AM – Friday June 1st 20xx

Technician Joe Smith completes line shutdown procedures and data preservation and
immediately notifies his supervisor, Janet Brown.

9:22 AM – Friday June 1st 20xx

Supervisor Janet Brown arrives at cabling line #2 and verifies that all shutdown sequences and
data preservation have been performed. She speaks with Technician Joe Smith and records his
version of the event. She then assigns technician Joe Smith to another task and reports the
incident to the TruWave Project Manager, Dan White.

Investigative Team and Method

This section of the Root Cause Analysis should describe how the investigative team is
assembled, who it consists of, and how it gathers the data to be used in the analysis. As with any
process, it is important in the RCA that clear roles and methodologies be established in order to
allow for the process to move in a controlled and deliberate manner. This is also an important
part of the RCA because a majority of time spent in RCA is gathering data about the
event/problem.

The investigative team for this RCA has been selected by the Vice President of Technology who
oversees all research and development projects. The following individuals comprise the team:

Marcy Black – Lead Material Engineer and RCA Team Lead

John White – Lead Process Engineer
David Green – Lead Design Engineer
Jane Brown – Quality Assurance Engineer

For this RCA the investigative team will use interviews with employees involved in the event.
The team will also download and analyze the process data from the cabling line #2 computer that
was preserved immediately following the event. The team will utilize other tools and techniques
at its discretion based on the complexity of the data and event (e.g. Ishikawa diagram).

Once the findings and root cause(s) are determined and the corrective actions are identified, this
analysis will be communicated to the TruWave project team. The purpose of this is to allow the
project team to implement corrective actions, make appropriate changes to the project plan and
schedule as well as other project documentation, and communicate these changes to the
appropriate stakeholders. This will also serve as a lessons-learned and be archived for reference
on future cable development projects so this root cause does not occur again.

Findings and Root Cause

This part of the Root Cause Analysis should describe the findings of the investigation and
explain the root cause(s) based on these findings. It is possible that a RCA results in findings that
are not directly related to the root cause of the problem. These should also be captured as
product/process improvement steps in an effort to improve the product/project. It is important to
note that this section does not describe the corrective actions to be taken as a result of identifying
root cause. Corrective action will be discussed separately in the next paragraph. All findings
must be formally communicated with the project team in order to ensure any project changes can
be made in accordance with the project’s change management process.

Based on the investigation conducted for the TruWave cable failure event on June 1st 20xx, the
team has determined several findings regarding this event:
 1. The temperature of the extrusion device was found to be too low at 400 degrees F instead of
the approved 525 degrees F.
2. The low extrusion temperature did not melt the polyethylene properly to ensure uniform
distribution along the cable length.
3. The technician, Joe Smith, manually entered the temperature as well as other process
parameters. According to the computer log he manually entered 525 degrees F but did not hit
the key and after 10 seconds the computer defaulted back to the 400 degree F temperature.
4. Technician Joe Smith performed all shut down and data preservation procedures correctly and
notified his supervisor within an appropriate amount of time.
5. All other cable products have process profiles built into the lines to prevent any manual entry of
process and temperature data. This safeguards against any operator error in manually entering
process parameters.

Based on the above findings the investigative team has determined that the root cause for the
TruWave trial cable failure was operator error in that the manual temperature setting for the
extrusion device was incorrect. While the operator attempted to set the temperature correctly, he
did not hit the ENTER key after setting the temperature and did not ensure all settings were
correct before initiating the cable run.

Corrective Action

As the purpose of the Root Cause Analysis is to determine the root cause of a problem, it should
result in some corrective actions that may be taken to ensure the same problem is not repeated.
Often, these corrective actions will result in changes to a project’s scope, schedule, or cost. It is
imperative that all of the findings and corrective actions are detailed and formally communicated
with the project team so changes can go through the change management process and be
implemented in the project plan upon approval.

Based on the findings of the TruWave cable failure event on June 1st, 20xx the Root Cause
Analysis (RCA) team has determined the following corrective action to prevent a repeat of this
incident:

All project teams establish process parameters within which their trial cables must be built on the
cabling line. Previously, line technicians would manually enter process parameters into the line
computer since these cables were not yet part of production. The Root Cause Analysis team
proposes that process parameters for trial run cables also be pre-programmed into the line
computers prior to trial runs in order to prevent entering incorrect data as a result of human error.
Under this new process line technicians would simply select the correct pre-programmed file
name associated with the trial cable instead of manually entering 30 lines of process parameters.
The expected result of this corrective action is the elimination of human error associated with
future trial cables runs.