Praxisvortrag Projektüberwachung und -steuerung Dresden, 28.05.2009 Robert Mühlbach Holger Waide

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Projektüberwachung und -steuerung Warum notwendig? Wie und womit? Agenda Projektüberwachung und -steuerung Warum notwendig? Wie und womit? Was ist zu beachten?

Projektüberwachung und -steuerung Warum notwendig? Wie und womit? Was ist zu beachten?

Projektmanagement SQERT-Modell Effort Risk Scope Quality Time Projekt SQERT - Model

Dimensionen des Projektmanagements (1) Kalkulation (Estimating) Planung (Work and resource planning) Überwachung & Steuerung (Monitoring & Controlling)

Dimensionen des Projektmanagements (2) - ADM Accenture Delivery Methods (ADM) formalisieren das Vorgehen

Projektkalkulation In der Projektkalkulation wird der Aufwand für die Fertigstellung einer Anforderung geschätzt. Ohne eine genaue Aufwandsschätzung kann ein Projekt: In der Projektkalkulation wird der Aufwand für die Fertigstellung einer Anforderung geschätzt. Ohne eine genaue Aufwandsschätzung kann ein Projekt: die Zeit- und Budgetplanung überschreiten die Gewinnmarge drastisch verkleinern Team-Moral senken die Zeit- und Budgetplanung überschreiten die Gewinnmarge drastisch verkleinern Team-Moral senken

Projektkalkulation Accenture Delivery Methodology Estimator (Demo)

Projektplanung Die Projektplanung ist unverzichtbarer Bestandteil um sicherzustellen, dass die geeigneten Teammitglieder die richtigen Aufgaben zur richtigen Zeit erledigen Projektplan Meilensteine Ressourcenplanung

Projektplanung mit MS Project (Demo) Taskstruktur in MS Project – heruntergeladen aus dem ADM Estimator

Projektüberwachung und -steuerung … ist das Überwachen des Projektfortschritts anhand von Soll/Ist-Vergleichen. Bei auftretenden Problemen müssen geeignete Korrekturmaßnahmen eingeleitet werden … ist das Überwachen des Projektfortschritts anhand von Soll/Ist-Vergleichen. Bei auftretenden Problemen müssen geeignete Korrekturmaßnahmen eingeleitet werden Planung ist iterativ Planung muss genauso sorgfältig angepasst werden wie sie erstellt wurde Planung ist iterativ Planung muss genauso sorgfältig angepasst werden wie sie erstellt wurde

Projektüberwachung und -steuerung Warum notwendig? Wie und womit? Was ist zu beachten?

Dimensionen der Projektüberwachung und -steuerung Projektdreieck Zielüberwachung Scopemanagement z.B. Ergebnisdefinition je Phase / Abnahmen Terminkontrolle Netzplan z.B. Meilensteintrendanalyse Kostenkontrolle Mittelabfluss Mittelfestlegung z.B. Earned Value Analyse Anpassungen im Projektdreieck (bzw. SQERT) können nötig sein!

Terminkontrolle Beispiel: Meilenstein-Trendanalyse

Kostenkontrolle Beispiel: Earned Value Analyse - Basisgrößen Industriestandard zur Messung des Projektfortschritts Sagt Fertigstellungsdatum und finale Kosten voraus Zeigt Termin- und Budgetabweichungen an Arbeitet mit 3 Basisgrößen Geplante Kosten (planned costs, BCWS) Istkosten (actual cost, ACWP) Leistungswert (earned value, BCWP) Basis Überblick Vorhersage

Kostenkontrolle Beispiel: Earned Value Analyse - Überblicksgrößen Planabweichung (schedule variance, sv) = Leistungswert – geplante Kosten sv>0 … mehr erreicht als geplant sv<0 … weniger erreicht als geplant Kostenabweichung (cost variance, cv) = Leistungswert – Istkosten cv>0 … weniger verbraucht als geplant sv<0 … mehr verbraucht als geplant

Plan (-) Plan (+) Kosten (-) Kosten (-) Plan ( ) Plan ( ) Kosten ( ) Kostenkontrolle Beispiel: Earned Value Analyse Interpretation der Überblicksgrößen Plan (-) Plan (+) Kosten (-) Kosten (-) Plan ( ) Plan ( ) Kosten ( ) Kosten (+)

Kostenkontrolle Beispiel: Earned Value Analyse - Überblicksgrößen relative Zeiteffiziens (schedule performance index) SPI = Leistungswert / geplante Kosten relative Kosteneffiziens (cost performance index) CPI = Leistungswert / Istkosten

Kostenkontrolle Beispiel: Earned Value Analyse Vorhersagegrößen Vorhersage aufgrund der Effizienzzahlen geschätzter Restaufwand (estimated to complete, ETC) ETC = (geplante Gesamtkosten – Leistungswert) / Kosteneffizienz geschätzte Gesamtkosten (estimate at completion, EAC) EAC = Istkosten + geschätzter Restaufwand … und weitere…

Earned Value Analyse Ein einfaches Beispiel … 120m Wand streiche ich in 3 Tagen 10 Euro / h

Earned Value Analyse Ein einfaches Beispiel…

Earned Value Analyse in der Praxis Measurement Workbook (Demo) Cost & Schedule Macro Results

Issue / Risk Management Performance Management Welche weiteren Tools kommen bei Accenture in der Projektüberwachung und –steuerung zum Einsatz? Scope Management Financial Management Ongoing monitoring of scope creep, manage change request process Policies, procedures, practices, techniques, and tools necessary to establish and maintain effective financials Issue / Risk Management Performance Management Accenture Program Management Methods Identification, analysis, and pro-active response of issues and risks to the program Metric definition and ongoing tracking against the business case targets and project progress targets Project estimates, project plan maintenance, milestone tracking Structure, roles, skills needed to achieve predefined project objectives Timeline Management Resource Management

Accenture Delivery Tools – Beispielhaft für SAP-Projekte Program & Project Management MS Project Server Time Tracking and Earned Value Clear Quest Risks, Issues, Scope, SIRs/Defects, Peer Review Project Console Status and Metrics Reporting Plan Analyze Design Build Test Deploy Accenture Delivery Methods (ADM) for SAP Requisite Pro Requirements Mgmt & Traceability Solution Manager Configuration Management, Customizing Scout, ID Mapping Configuration, ABAP Build and Test, Transport Management ADM Estimator MS Project Client Estimate and Work plan Testing Tools (eg: RMT, RFT, RPT, Mercury, etc) Test Execution Accenture Business Process Repository (ABPR) Accenture Reusable Assets Manual integration Clear Quest Test Manager Test Management Clear Quest Deliverable Records Management Clear Case Document Repository - Design and Process Documentation & Deliverables (Word, Excel, etc) Basis & Support Solution Manager System Installation Solution Manager System & Solution Landscape Solution Manager Maintenance Optimizer Solution Manager System Monitoring Copyright © 2009 Accenture All Rights Reserved.

Projektüberwachung und -steuerung Warum notwendig? Wie und womit? Was ist zu beachten?

10 Goldene Regeln aus der Praxis

#1 Completion is final. Tasks and deliverables are either complete, or they’re not. Saying that something is complete means “I will never need to do any more work on this - it is written, reviewed, signed off and on the shelf.” In particular, avoid describing things as 95% complete - it is very unlikely to be true, and it reduces your credibility. The only valid status values are “Not Started,” “Started,” “Completed” and in exceptional cases “Withdrawn.”

#2 Climb the wall. We have to imagine that our goal is to get to the other side of a wall. We’re going to go over it, around it, under it or, if necessary, through it - but we will get there. Problems are our business. If project management was easy, everyone would be doing it. We need to assume that there will be problems, and that we will succeed anyway. It is not reasonable to say “I would have met the deadline, but we hit a problem.”

#3 Escalate problems fast. When a problem occurs, escalate it fast. If someone is in a position to remove a problem for you, tell them quickly. You’ll find many problems will be resolved faster than expected. If you escalate as they happen, then the problems are more likely to be resolved more efficiently.

#4 Give managers a chance to manage. Be prepared to bring bad news, and bring it early. Above all, don’t get in the position where you have to say to a manager “I’ve missed a deadline because…”. By doing so, you’re taking away any chance your manager has to do something about it. Instead, bring in bad news early, when there is still something a manager can do about it and change the result.

#5 Problems need owners. Problems that don’t have owners don’t get solved. Be prepared to take ownership. Adopt the doctrine of acceptance: if you know of a problem, and you do nothing about it, you are deemed to have accepted the situation. If you don’t want to accept this situation, take ownership of the problem, and either fix it yourself or hand it over to someone who can.

#6 Ask good questions. A well-structured question is very valuable. It can draw out information in a way that a carelessly phrased question won’t. Most people answer the question “How are things going?” by saying something like “Not bad” in the same way that we say “good morning” regardless of what sort of morning it is. Start with open questions, but then focus with ones like, “Are you behind or ahead of schedule?” By describing deliverables in terms of the questions they will answer, you are much more likely to set common expectations about the results you plan.

#7 Issues and risks are different. An issue is a problem that is currently impacting the project’s planned execution. A risk is an undesirable and uncertain circumstance or event that could stand in the way of an organization achieving its objectives. Describing issues and risks clearly aids communication and gets them resolved more quickly. Describe issues in terms of the thing that has happened, then link it with “...which means that…” to the consequence.

#8 Always have a work plan. Know your status. Make sure you’ve got a proper work plan which reflects the real, agreed upon scope of the project, not just a list of things to do. Always know where you are on that work plan: what tasks are started and completed; who is doing what; when you are going to be finished.

#9 Stay clear on scope. It’s very easy to stray off course, and very hard to get back on again. Remind yourself of precisely what you’re supposed to be doing, every week.

#10 Write it down. If it isn’t written down, it didn’t happen. Communicate all issues and problems in writing to the appropriate stakeholder. Have an “elevator message” and the status prepared and “up to date”.

Fragen, Antworten und Diskussion

Anhang - Kennzahlendefinitionen

Definition and Formula Base Metrics Metric Definition and Formula Budget at Completion (BAC) Budget for the task, summary task, phase or other WBS component BAC = Baseline budget expressed in days or hours, not dollars Actual Cost (AC) Actual cost of any work that has been performed AC = Amount of effort already spent or “burned” expressed in terms of days or hours not dollars Focus: Define the different types of base metrics and explain their formulas to participants. Content: Let’s review the different types of base EVMs: Budget at Completion (BAC): This is the sum of all the budget values established for the work to be performed on a project or a work breakdown structure component or a schedule activity. It represents the total planned value for the task and is also referred to as the Budgeted Cost at Completion (BCAC). Actual Cost (AC): AC is also called Burned. It is the actual cost of any work that has been performed, plus non-payroll costs that have been accrued. Also referred to as the Actual Cost of Work Performed (ACWP). Transition: Let’s have a discussion on how to input actuals on a work plan. Copyright © 2009 Accenture All Rights Reserved.

Definition and Formula Base Metrics (Cont) Metric Definition and Formula Earned Value (EV) Total amount of effort, in hours or days, for tasks that are 100% complete EV = 0 if task is NOT complete, EV = BAC, if task is complete Planned Value (PV) Budgeted amount of effort, measured in hours for tasks scheduled to be 100% complete PV = BAC if task is due prior to status date PV = 0 if task is due after status date Focus: Continue to define the different types of base metrics and explain their formulas to participants. Content: Let’s review the different types of base EVMs: Earned Value (EV): Total budgeted amount of effort, measured in hours or days, for tasks that are 100% complete. Earned Value can apply to a group of tasks or an entire project. It is also referred to as the Budgeted Cost of Work Performed (BCWP). Planned Value (PV): The budgeted amount of effort, measured in hours or days for tasks scheduled to be 100% complete. Planned Value can apply to a group of tasks or an entire project. It is also referred to as the Budgeted Cost of Work Scheduled (BCWS). Transition: In a previous slide we showed you one way to calculate EV; However, there are multiple ways. Copyright © 2009 Accenture All Rights Reserved.

Definition and Formula Summary Metrics Metric Definition and Formula Cost Variance (CV) The difference between the actual costs and the budgeted (baseline) costs CV = Earned Value – Actual Cost (EV-AC) Schedule Variance (SV) Determines whether the project is on, ahead, or behind schedule SV = Earned Value – Planned Value (EV-PV) Focus: Define the different types of summary metrics and present their formulas to participants. Content: Cost Variance (CV): The difference between the actual costs and the budgeted (baseline) costs. This metric indicates whether a project is over or under budget by a specific amount of monetary units (or person-days). Keep in mind the term “cost” can be measured in dollars, hours, or days. Schedule Variance (SV): Schedule Variance (SV) determines whether the project is on, ahead, or behind schedule by calculating whether the team has earned more or less value than scheduled (planned) by a given period. Transition: Now, for our next set of keypad questions. Copyright © 2009 Accenture All Rights Reserved.

Summary Metrics (Cont) Definition and Formula Cost Performance Index (CPI) The ratio of budgeted cost to actual cost used to predict the magnitude of a possible cost overrun or under-run at a given point in time CPI = Earned Value/Actual Cost (EV/AC) Schedule Performance Index (SPI) The ratio of budgeted cost to planned cost used to predict the magnitude of a possible cost overrun or under-run at a given point in time SPI = Earned Value/Planned Value (EV/PV) Focus: Continue to define the different types of summary metrics and present their formulas to participants. Content: Cost Performance Index (CPI): The ratio of budgeted cost to actual cost used to predict the magnitude of a possible cost overrun or under-run at a given point in time. CPI measures the efficiency of effort (hours) spent. This means if the CPI is less than the control limits, the project is less efficient than planned (i.e., it has taken more effort than planned). If the CPI is greater than the control limits, the project is more efficient than planned. Schedule Performance Index (SPI): The ratio of budgeted cost to planned cost used to predict the magnitude of a possible cost overrun or under-run at a given point in time. Schedule Performance Index measures whether the project is earning value at the scheduled rate. This metric can be used to assist managers in determining if a project will be completed on time, assuming that the current trend continues. Transition: Let’s move on to forecast metrics. Copyright © 2009 Accenture All Rights Reserved.

Definition and Formula Forecast Metrics Metric Definition and Formula To-Complete Performance Index (TCPI) (BAC-EV)/(BAC-AC) (Budget at Complete – Total Earned Value)/(Total Budget at Complete – Actual Cost) Statistical Estimate to Complete (STAT ETC) (BAC – EV)/CPI (Budget at Complete – Earned Value)/Cost Performance Index Statistical Estimate at Completion (STAT EAC) AC + STAT ETC Actual Cost + Statistical Estimate to Complete Focus: Define the different types of forecast metrics and present their formulas to participants. Content: To Complete Performance Index (TCPI): The ratio of the work remaining to be done to funds remaining to be spent as of the status date, or budget at completion. Statistical Estimate to Complete (STAT ETC): Indicates how much effort it will take to complete the remaining work if the team continues to work at current efficiency. The Statistical ETC is based on the premise that future performance is on average equal to past performance. Statistical Estimate at Completion (STAT EAC): Statistical Estimate at Completion (Statistical EAC) forecasts the total effort, from start to finish, to complete a task and deliver the project based on actual performance to date rather than project team estimates. It is the sum of the Statistical Estimate to Complete plus the Actual Cost of tasks already completed. Transition: Let’s continue our review of forecast metrics. Copyright © 2009 Accenture All Rights Reserved.

Definition and Formula ETC is called “Remaining Work” in MS Project Forecast Metrics Metric Definition and Formula Statistical Variance at Completion (STAT VAC) BAC – STAT EAC Budget at Complete – Statistical Estimate at Completion Project Estimate to Complete (PROJ ETC) Recorded from team Turnaround Document Project Estimate at Completion (PROJ EAC) AC + PROJ ETC Actual Cost + Project Estimate to Complete Project Variance at Completion (PROJ VAC) N/A Focus: Continue to define the different types of forecast metrics and present their formulas to participants. Content: Statistical Variance at Completion (STAT VAC): Indicates how far over or under budget the project will complete if the team continues at the current efficiency. Project Estimate to Complete (PROJ ETC): The Project Estimate to Complete (Project ETC) is a subjective measure determined by the opinions of the project team members. Project Estimate at Completion (PROJ EAC): The Project Estimate at Completion (Project EAC) is the project team’s estimate to complete tasks that have not been completed plus the amount of effort that has already been expended on the project. Project Variance at Completion (PROJ VAC): Indicates how far over or under budget the deliverable or project will finish if the team’s estimates are accurate. Transition: Let’s review some key points about PROJ ETC. ETC is called “Remaining Work” in MS Project Copyright © 2009 Accenture All Rights Reserved.