What’s in it for you?

 Measure and track the

performance of your project
 Identify key risks and issues
 Strategize a plan to fix
targeted problem areas
 Maintain a positive
relationship with the client
while delivering tough
messages, negotiating and
ultimately gaining buy-in to
changes to scope and
business case
Module Agenda

Defining Monitor and Control

Measuring for Success

Measuring to Identify Risks and Issues

Analyze Issues with Issue Based Problem Solving

2
 What Is Monitor and Control?
Monitor and control is all about
continually observing project
progress and taking corrective
action when problems arise

 Planning is not a one-time

occurrence, but rather an iterative
process

 You must adjust the plan with the

same level of detail and care as when
it was first constructed
3
 Why Do We Measure and Track?
We measure and track to:
 Determine which project tasks are
off-schedule
 Evaluate the current "earn vs. burn"
of a resource
 Monitor project progress against
defined project outcomes
 Ensure that we are delivering to and
staying within our contractual
agreement
 Ensure quality of delivery
 Ensure engagement of our teams

4
 Discussion
Why is it important to measure the performance
of your project?
 How do you know your project is on track with costs,
schedules or performance goals?
 On what basis should you make status statements to
the Program Managers and to your clients?
 What happens when you don’t use concrete facts to
support your project status reports?

Using metrics helps us focus on critical factors

while maximizing quality and minimizing risks
5
 Measuring and Tracking Responsibilities
Know how your project is doing

 Determine the metrics you will

collect and how you will collect
them

 Determine how you will analyze

and communicate the results
(internally and externally)

6
Module Agenda

Defining Monitor and Control

Measuring for Success

Measuring to Identify Risks and Issues

Analyze Issues with Issue Based Problem Solving

7
 Key Performance Indicators (KPIs)
Two types of KPIs:

Base Measures Control Metrics

 Base measures provide a  Control metrics can be broken

historical view of the project: down into two categories:
 Where are we and what have  Variance Indices
we completed so far?  Performance Indices
 Base measures also include
forecast data, which (when used
in conjunction with historic data)
produce control metrics

8
Say you are planning to build the
home of your dreams…

9
Base Measures
The following base measures are the metrics upon
which all others are calculated

Abbreviation Metric Name Metric Indicator

Budget at
BAC Completion
Baseline budget

PV Planned Value Scheduled planned value

Performed earned value
EV Earned Value
(completed work)
Performed actual cost
AC Actual Cost
(completed work)
ATD Actual to Date Total work spent to date
Estimate to
Project ETC Complete
Work left to complete

10
 Budget at Completion (BAC)
BAC is the budget determined for each task or the
total budget for the project

 The project manager commits to complete the

deliverables within:
1. A given timeframe
2. A given resource budget

11
 Home Project BAC

700
600
Workdays

500
400
300
BAC
200
100
0
1 2 3 4 5 6 7 8 9 10 11 12 13
Weeks
In accordance with AD Metrics, these KPI metrics
are forecasted in workdays, not dollars
12
 Planned Value (PV)
PV at any given point in time is the cumulative
amount of work that was planned to be completed
by that point in time

 PV for each reporting period is derived from:

The baseline budget
For each task planned to be completed in that reporting
period
 At the end of the project, PV will always equal the BAC
as both are derived from the same initial estimates and
budget

13
 Home Project PV

700
600
Workdays

500
400 BAC
300 PV
200
100
0
1 2 3 4 5 6 7 8 9 10 11 12 13
Weeks
The “flat spots” are weeks when no work is planned to be completed 14
 Home Project PV, Continued

700
600
Workdays

500
Task 1: Site Preparation
400 PV = 50 workdays
BAC
300 PV
Task 3: Framing & Roof
200 PV = 150 workdays

100 Task 2: Foundation

PV = 100 workdays
0
1 2 3 4 5 6 7 8 9 10 11 12 13
Weeks
15
 Home Project PV, Continued

700
600 Task 4: Rough Plumbing
& Electrical
Workdays

500 PV = 50 workdays

400 BAC
Task 6: Final Plumbing
300 & Electrical
PV = 50 workdays
PV
200
Task 5: Insulation &
100 Sheetrock
PV = 50 workdays

0
1 2 3 4 5 6 7 8 9 10 11 12 13
Weeks
16
 Home Project PV, Continued

700
600 Task 7: Painting &
Trim work
Workdays

PV = 50 workdays
500
400 BAC
300 Task 8: Flooring &
Cabinets
PV
PV = 100 workdays
200
Task 9: Final Inspection
100 PV = 50 workdays

0
1 2 3 4 5 6 7 8 9 10 11 12 13
Weeks
17
 Earned Value (EV)
EV is the actual budgeted value of work which was
planned to be completed by that point in time. This
represents how much work has actually been
completed on a project
 According to Accenture methods, only tasks that are 100% complete are
factored into the EV of a project:
 Based on contractual requirements for an engagement, tasks that are
less than 100% complete may be included in the EV calculation
 Earned value for each reporting period is derived from:
 The baseline budget
 For each task which was actually completed in that reporting period
Note: Here “task” is used to indicate the lowest level of tracking in the
workplan, which might represent a group of deliverables, an individual
deliverable or even components of a single deliverable
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 Home Project EV

700
600 Task 1: Site Preparation
EV = 50 workdays (Week 3)
Workdays

500
BAC
400
PV
300 Task 3: Framing & Roof
EV = 150 workdays (Week 8) EV
200
100 Task 2: Foundation
EV = 100 workdays (Week 5)
0
1 2 3 4 5 6 7 8 9 10 11 12 13
Weeks
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After Eight Weeks, What Has It Cost….

Budget Actual
Task (Workdays) (Workdays)
Task 1: Site Preparation 50 60
Task 2: Foundation 100 120
Task 3: Framing & Roof 150 190
Total 300 370
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 Actual Cost (AC)
AC is the actual amount of effort expended on the
tasks that have been completed at a given point
in time
 Normal Accenture practice is that PV, EV and AC are
tracked and reported as work effort
 AC for each reporting period is derived from:
The actual value
For each task which actually completed in that reporting
period
 Whether on track or not, the AC gives no information
or indication on the effectiveness of the completed
work

21
 Home Project AC

700
600
Week 8: Planned to complete
Workdays

500 Tasks 1-5 BAC

PV = 400 workdays
400 PV
Week 8: Tasks 1-3 Completed
300 AC = 370 workdays EV
Project is over budget

200 AC
Week 8: Tasks 1-3 Completed
100 EV = 300 workdays
Project is behind schedule
0
1 2 3 4 5 6 7 8 9 10 11 12 13
Weeks
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 Remaining Base Measures
 Actual to Date (ATD) – the total actual effort for all work
to date, whether work is complete or in progress
 Estimate to Complete (Project ETC) – the forecast or
estimated spend required to complete each remaining
task on the project

AC ATD Project ETC

(Workdays) (Workdays) (Workdays)
Week 8 Status 370 400 300
(Cost of completed (Cost of completed (Site manager
Tasks 1-3) Tasks 1-3 + 30 estimate)
workdays of Task 4)

23
 Control Metrics Overview
Control Metrics are used to help project managers
identify variances and take corrective action

The sooner we discover

we are behind plan…

Control Re-forecast
Metrics Base Measures

…the more time we

have to make it up.
24
 Control Metrics
Using the base measures as a foundation, analysis
and predictions can be made with control metrics

Abbreviation Metric Name Metric Indicator

Behind/ahead of
SV Schedule Variance
schedule
CV Cost Variance Under/over budget
Estimate at Total estimated work
Project EAC
Completion at completion

25
 Schedule Variance (SV) and Cost
Variance (CV)
SV and CV are key indicators of whether or not
your project is on track

 SV indicates if the work is on, behind or ahead of

plan:
SV = EV-PV

 CV indicates if the cost of the work completed at a

given point in the project is more or less than
planned:
CV = EV-AC

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 Home Project SV and CV

700
600
Workdays

500 Week 8: Complete Tasks 1-5 BAC

PV = 400 workdays
400 PV
300 } cv } sv EV
200 AC
Week 8: Tasks 1-3 Completed
100 SV = EV-PV (-100 = 300-400)
Project is behind schedule
0
1 2 3 4 5 6 7 8 9 10 11 12 13
Weeks Week 8: Tasks 1-3 Completed
CV = EV-AC (-70 = 300-370)
Project is over budget

27
 Interpreting SV and CV
Schedule
Variance Very good team,
Team is not efficient, too much
misunderstood scope
Ahead of overtime or too many
or team is cutting
Schedule resources on a task
corners
(EV > PV)
As planned, but check if estimates are accurate,
quality is as expected, deliverables are complete
On Schedule and meet specifications
(EV = PV)
Very good team;
Scope creep
however, easier
Learning curve poorly planned
deliverables are
Lack of skills
finished first and team
Behind Schedule Rework
(EV < PV) members could be
Too many reviews/sign offs
missing

Cost Variance Under budget On budget Over budget

(EV>AC) (EV =AC) (EV <AC)
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 Project Estimate at Completion (EAC)
Project EAC forecasts the total effort, from start
to finish, to complete a project and deliver the
project based on actual performance to date and
project team estimates

 Project EAC = Project ETC + ATD

Note: Project EAC accounts for tasks that are both

100% complete and tasks that are in progress
29
 Metrics Key Takeaways
 Metrics help the project manager measure and track
project performance accurately and efficiently
 Time spent calculating metrics is an investment
towards project success
 Select a balanced set of metrics to provide data for
status reporting and decision making
 Measuring and tracking performance does not have
to be a complex or time-consuming process. Use
standard Accenture Tools
 No need to over-engineer
As per our Integrity value, we prepare and provide accurate,
timely and complete reports for our clients and other
stakeholders
30
 Scale Project Management Efforts
Tracking is a means to an end
 Scale your tracking efforts and the sophistication of
the project management tools to the size and
identified risks of your project
 Scale project management efforts to meet the needs
of the project

31
Module Agenda

Defining Monitor and Control

Measuring for Success

Measuring to Identify Risks and Issues

Analyze Issues with Issue Based Problem Solving

32
 Identifying Risks
"OK, I have all the metrics and
collected my insights, what’s
next?”

 There’s one simple reason that you

did all this work to capture these
numbers: to identify the potential
risks and actual issues for your
project

33
 Risk Management
Avoiding risks is about planning. Be proactive,
and plan for risks before they occur
 Managing risks grows out of your knowledge and
experience
You use that information to predict where potential
pitfalls and obstacles might occur
Then you plan for these instances before they happen,
thereby avoiding their impact on the project

34
 Risk Management Techniques
Remember these techniques
when managing risk:

 Avoidance
 Acceptance
 Transfer
 Control
 Investigation

35
 Issue Management
Issue management is:

 Recognizing problems in your

project swiftly
 Resolving them creatively
 Diligently monitoring the
success of your solutions to
them

36
 Issue Management Process
The Project Manager is responsible for
overseeing the Issue Management Process
Facilitate
Issue
Collect Resolution
Issues from with Teams
Team Implement
Members Resolutions
Develop
Identify Track Assess Issue
Issues Issues Issues Resol-
ution
Provide Issue
Recommend-
ations to
Executive Team
37
 Scope Management
Monitoring and controlling scope involves
carefully tracking your project's progress and
aggressively pursuing solutions to problems that
take your project out of scope
 Ensure all assumptions regarding scope are
documented
 Ensure the client knows the cost of changes to scope
early on in the process
 Always revisit scope when changes occur in the
project, whether the changes are internal or external
 Ensure that everyone knows what is involved when
changes occur
38
 Scope Creep
Scope creep is what happens
to your project when issues
and risks are not managed
correctly
 Creep occurs when changes to
scope significantly alter your
project's ability to deliver to the
business case
 Scope creep can cause severe
changes to a project delivery
time and budget

39
Module Agenda

Defining Monitor and Control

Measuring for Success

Measuring to Identify Risks and Issues

Analyze Issues with Issue Based Problem Solving

40
 IBPS Approach

Where Define Solve Communicate Where

the the the the the client
client is problem problem answer wants to
be

Generate
ideas

Analyze Structure
findings the ideas

Develop
the
research
plan
41
 Solve the Problem
An Issue Tree breaks down the
Key Question into small,
logical components

 Each level of the Issue Tree

should be at the same level of
abstraction and should be
Mutually Exclusive and
Collectively Exhaustive (MECE)

42
 Creating an Issue Tree
Building an Issue Tree is an
iterative process

 Brainstorm
 Map ideas to the issue tree
 Expand the issues

43