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7/28/2019 Measuring Performance Presenration
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Institute for International Research
Project 2002 Mohammad Sherbini
Project 2002Measuring Projects
Performance
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Presentation Topics
Project 2002 Mohammad Sherbini
Why should we measure performance ?
What to measure ?
How to measure ? Case Study.
Who should measure performance ?
Whom to report to ?
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Definitions
Project 2002 Mohammad Sherbini
Measuring * : to regulate by standards
Performance * : something accomplished.
* Webster Dictionary
It is a management tool
that measures work
performed and results
achieved.
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Why should we measure Performance?
Project 2002 Mohammad Sherbini
If you cant measure it, you cant manage it.
over 95% of projects were unable to meet on-time
compliance.
One accurate measurement is worth more than a
thousand expert opinions.
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Why should we measure Performance?
Project 2002 Mohammad Sherbini
Rewards, and recognition should be linked to
performance measurements.
Performance measurements predicts the final cost
needed for the project.
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What to measure ?
Project 2002 Mohammad Sherbini
X CostTime
Goal / Objective
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What to measure ?
Project 2002 Mohammad Sherbini
Pre-project measurements:to generate the base-line metrics.
Measurements :To be taken during the project which reveal whetherkey performance milestones are being met.
Post project measurements:to reveal whether the completed project has delivered
the specified project outputs and achieved the
specified outcomes for specified cost.
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What to measure ?
Project 2002 Mohammad Sherbini
Meaningful
Responsibility linked
Organizationally Acceptable
Comprehensive
Balanced
Timely
Credible
Cost Effective
Compatible
Simple
Criteria for good Performance Measures :
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How to measure ?
Project 2002 Mohammad Sherbini
Establish
missions
& Goals.
Select key
performance
measures.
Determine data
requirements.
Determine
baseline
performance.
Use benchmarking
to establish targets.Measure actual
performance and
report results.
Review and update
performance
measures.
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What to measure Performance?
Project 2002 Mohammad Sherbini
1) Benchmarking.
2) Tracking & Monitoring System.
3) Earned Value Analysis (EVA).
Various methods:
4) Balanced Scorecard (BSC).
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1) Benchmarking.
Project 2002 Mohammad Sherbini
Is being incorporated into the strategic Planning and
Quality Improvement process.
Based of history or similar project or process.
Combine empirical information and expert knowledge
to perform model based benchmarking.
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Benchmarking.
Project 2002 Mohammad Sherbini
How to ?
Data Collection And Data Analysis.
Plan.
Identification of Best Practice.
Implementation.
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Benchmarking Planning.
Project 2002 Mohammad Sherbini
Selecting Core Processes.
Preparing for Change.
Forming Benchmarking Team(s). Defining Activities And Measures.
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Benchmarking Identification of Best Practice.
Project 2002 Mohammad Sherbini
Cost.
Time.
Customer/Organization Satisfaction.
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2) Tracking & Monitoring System.
Project 2002 Mohammad Sherbini
Systems that monitor and report progress on
implementing goals and objectives.
It is a progress reporting system developed to track
and monitor performance measurement.
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Tracking & Monitoring System.
Project 2002 Mohammad Sherbini
How to develop a tracking document ?
Set objectives.
Set Goals.
Develop action plans.
Identification of implementation team.
Communication: Comments and Explanation .
Information on current progress status.
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3) Earned Value Analysis (EVA).
Project 2002 Mohammad Sherbini
It Compares the amount of work was planned with
what was actually accomplished to determine if cost
and schedule performance is as planned.
It integrate scope, cost and schedule measures to helpthe project management team assess project
performance.
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Earned Value Analysis (EVA).
Project 2002 Mohammad Sherbini
How to ?
Schedule Performance Index (SPI).
Cost Performance Index (CPI).
Cost Variance (CV).
Schedule Variance (SV).
Estimate At Completion (EAC).
By Establishing the following:
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The Original Project Chart.
Project 2002 Mohammad Sherbini
0.0
50,000.0
100,000.0
150,000.0
200,000.0
250,000.0
300,000.0
350,000.0
400,000.0
450,000.0
Jan-2001 Feb-2001 Mar-2001 Apr-2001 May-2001 Jun-2001 Jul-2001
Project Baseline
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Project Cost after 3 Months 50%
Project 2002 Mohammad Sherbini
Actual Cost158,138 SR
Budget Cost
172,118 SR
0.0
50,000.0
100,000.0
150,000.0
200,000.0
250,000.0
300,000.0
350,000.0
400,000.0
450,000.0
Jan-2001 Feb-2001 Mar-2001 Apr-2001 May-2001 Jun-2001 Jul-2001
Actual cost Curve
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Project Cost after 3 Months 50%
Project 2002 Mohammad Sherbini
Actual Cost158,138 SR
Budget Cost
172,118 SR
Earned Value
124,316 SR
0.0
50,000.0
100,000.0
150,000.0
200,000.0
250,000.0
300,000.0
350,000.0
400,000.0
450,000.0
Jan-2001 Feb-2001 Mar-2001 Apr-2001 May-2001 Jun-2001 Jul-2001
Earned Value Curve
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Cost Performance Index (CPI) at 50%.
Project 2002 Mohammad Sherbini
Actual Cost158,138 SR
Budget Cost
172,118 SR
Earned Value
124,316 SR
CPI=Earned Value
Actual Cost
CPI= 124,316
158,1380.786
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Schedule Performance Index (SPI) at 50%.
Project 2002 Mohammad Sherbini
Actual Cost158,138 SR
Budget Cost
172,118 SR
Earned Value
124,316 SR
SPI=Earned Value
Budget Cost
SPI= 124,316
172,1180.722
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Schedule Variance (SV) at 50%.
Project 2002 Mohammad Sherbini
Actual Cost158,138 SR
Budget Cost
172,118 SR
Earned Value
124,316 SR
SV= Earned ValueBudget Cost
SV= 124,316172,118 47,802 SR.
-
- =
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Estimate At Completion (EAC).
Project 2002 Mohammad Sherbini
Actual Cost158,138 SR
Budget Cost
172,118 SR
Earned Value
124,316 SR
Lowest
Budget Value
CPI
0.786=
CPI EAC=
386,396 SR.CPI EAC= 491,597 SR.
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Estimate At Completion (EAC).
Project 2002 Mohammad Sherbini
Actual Cost158,138 SR
Budget Cost
172,118 SR
Earned Value
124,316 SR
=
SPI * CPI =
386,396
CPI SPI EAC =
680,248
0.786 X 0.722 = 0.568
0.568
Budget Value
SPI CPI
=
High -End
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Project Cost after 6 Months 100%
Project 2002 Mohammad Sherbini
Actual Cost388,871 SR
Budget Cost
386,396 SR
Earned Value
386,408 SR
0.0
50,000.0
100,000.0
150,000.0
200,000.0
250,000.0
300,000.0
350,000.0
400,000.0
450,000.0
Jan-2001 Feb-2001 Mar-2001 Apr-2001 May-2001 Jun-2001 Jul-2001
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4) Balanced Scorecard (BSC).
Project 2002 Mohammad Sherbini
The balanced scorecard translate the organizations
strategic objectives into a set of performance
indicators.
It monitors both the current performance and itsefforts to improve processes, motivate and educate
employees, and enhance its ability to learn and
improve.
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Balanced Scorecard (BSC).
Project 2002 Mohammad Sherbini
Strategic Perspectives
Customers
Internal
Business
Processes
Financial
Learning
And
Growth
Mission
Vision
Strategy
What must we excel at?How do our
Customers see us?
Do we get the best deal
for our organization?
Do we continue to improve
and create value?
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Who should measure Performance ?
Project 2002 Mohammad Sherbini
Project Managers ?
Project Account Controller ?
Financial Manager ?
Owner or Organization ?
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Whom to report to ?
Project 2002 Mohammad Sherbini
To Organization .
To Project Team Leader(s).
To Project Team members.
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Useful References:
Project 2002 Mohammad Sherbini
Guidelines for Performance Measurement.DOE/G/120.1-5.Department of Energy, June 1996.
Program Performance Measures: Federal Agency Collection
and Use of Performance Data.GAO/GGD-92-65. General Accounting
Office, May 1992.
Performance Measurement Guide.Department of Treasury, FinancialManagement Service, 1993.
Fundamentals of Project Performance Measurement.By Kemps
Roberts.
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Measuring Projects Performance
Institute for International Research
Project 2002
Thank YouEmail : [email protected] GSM: +966 5 444 8713