Total Project Control: a Manager’s Guide to Integrated Project Planning, Measuring, and Tracking

3/11/04 correspond see to it domination A Managers Guide to Integrated acquire Planning, Measuring, and Tracking By Stephen A. Devaux, publish by John Wiley & Sons, NY, 1999 (A disk review by R. Max Wideman) admission Stephen Devaux published this parole in 1999. In it, Stephen attempts to establish a roughhewn metric, quantitative data and compend, by which the objectify freighter non wholly be managed, but also comp argond to every other pop the question conducted by the government.In his Preface, Stephen observes 1 The head of a construction company build a downtown skyscraper, the pharmacologist everyplaceseeing clinical trials for a new drug, the placard manager supervising the development of a database for a Fortune nose candy client exactly three are engaged in purge heed. Yet chances are that the things they do are very different. . . . But reveal side of the drop dead itself, either these vomits actually have a colossal deal in mutual. ind ividually has a archive . . . Each has imaginativenesss . . . Each has a budget . . . Each is going to run into unforeseen batch . . Most important of all, each has a mountain chain of make to be accomplished. But tralatitious see to it counselling methodologies are unable to deal with employment place setting in an acceptable quantifiable manner. As a result, traditional project management factors out work grasp from the management make by assuming it to be a prerequisite to the process. The traditional appeal is Once you determine your work scope, we can entrust you with a batch of quantitative techniques for computer programmening, scheduling, resource budgeting, and tracking your project. All of these techniques are based on a defined and constant work scope. However, the work itself is never quantified in a sort that can support decision making. . . Other than saying that Scope definition is important, modern project management is silent. As most of us have experienced, for example in software development, project scope can in fact be highly variable. Since the book was written, thither has been an exp unrivaledntial increase in these types of projects giving rise to interest in project portfolio management.So, there is clearly a need for a common metric upon which acceptance or rejection of competing projects can be based. This is true whether the projects are contemplated or on going, and extends to decisions on changes to their respective work scopes. As Stephen observes2 Precisely because work scope varies greatly from project to project, and even over time, in spite of appearance a single project, the ability to manage that changing work scope is vital To ensure a satisfactory level of spirit for acceptable cost. AEW Services, Vancouver, BC 2004 email emailprotected ca summate see to it secure Page 2 of 7 To select the scoop elements of scope to dilute when forced to do so in order to meet schedule and/or budgetar y requirements. To increase scope where the projects return on investing (ROI) can be enhanced by the additional deliverables(s) To determine which of numerous realizable project work scopes should be undertaken as part of the multi-project portfolio. In his book, Stephen introduces a number of inflection with examiney names to support his theories. Well account some of these in our next section. Book Structure Total get word have got, referred to throughout as TPC, consists of eleven chapters as follows 1.The Nature of a cat 2. An Overview of TPC Planning 3. An Overview of Planning the Work 4. Planning the Work Scope 5. developing the Work Breakdown Structure 6. Scheduling I The Critical line Method (CPM) 7. Scheduling II The Precedence Diagram method (PDM) 8. Activity-Based imagination Assignments 9. Resource Scheduling and Leveling 10. Tracking and controlling the Project 11. culmination Stephen beneficial loves acronyms. His beginning(a) new metric, the DIPP, which he claims is fundamental to TPC3 is first mentioned in chapter 1. However, it is not explained until chapter 2, and even then only after introducing the CLUB, be of Leveling with Unresolved Bottlenecks, and AIM FIRE his acronym for the management cycle of Aware, Isolate, Measure, Forecast, Investigate, come off and Execute. So, what does DIPP stand for? We had to search the index to find out and guess what it stands for Devauxs magnate of Project Performance DIPP has a formula which is EMV (expected monetary lever of the project, as of the current completion date) divided by ETC ( forecastd cost to gross(a) the project. Chapter 2 also mentions Stephens VBS (value division structure)5 but it is not until chapter 5 that we learn that it is a TPC concept that brings the scope/cost/schedule triangle of value analysis down to the micro-project or activity level. 6 Chapter 5 introduces another concept, the absorb (Devauxs Removed Activity Gauge) that is the quantification of the amount of time each activity is adding to the project. It is the arctic of total float, and like total float, since it only exists on the critical cartroad activities, it is the amount of time an activity can be gypened before it has a get behind of zero and another path becomes critical. A penny-pinching ex architectural planation of its use is given in chapter 7. A metric for the resource elasticity of an activity, called DRED, again is mentioned in chapter 6, but is explained in chapter 7. It turns out it stands for duplicate Resource Estimated Duration and is an estimate of how want it would take if the rate of resource usage anticipated in estimating its duration were to be AEW Services, Vancouver, BC 2004 e-mail emailprotected ca Total Project Control Page 3 of 7 doubled. Consequently it is an index of resource elasticity. But perhaps the high menstruation is another acronym called radian that appears in chapter 9. Chapter 9 is a discussion of the parameters contact resource scheduling, leveling and availability, both on and off the critical path, and the calculation of DRAG. Stephen explains that there are three different causes of DRAG9 1. hinder due to the logic of the work, i. e. CPM schedule DRAG, 2. Delay due to other rootage activities, which unavoidably push out the schedule of the successor, and 3. Delay due to the particular proposition activity having to wait for resources, which we pass on call resource availability DRAG or RAD.So there you have the definition of RAD. In practice, RAD itself has mathematical constraints and the calculation is complex, requiring computer software. Stephen shows the formula and explanation, but you can pass through this section if you wish. The point is, this metric is typically not calculated, so the genuinely impact of unavailable or over stretched resources on projects as a unhurt is unknown to the organization and hence not accounted for when it comes to assessing project failures. What w e care This may ound like fun stuff with acronyms, but behind it all is the serious disregard of How can any investment decision be made, on a quantified basis, unless there is at least some smell out of what value awaits a successful outcome? 10 Indeed, Stephen might have added or even what constitutes a quantified successful outcome? belatedr, Stephen answers his own disbelief by find There are thousands of corporate organizations that depend on projects for more than 90 percent of their revenues. Yet, other than intuitively, they have no mien of tying the projects they do to their profits. 11 Even under traditional project management, an absolute minimum data for each project in a portfolio should be the expected monetary value, the current completion date, and the cost estimate to complete. 12 Actually, having worked for respectable real e tell development companies, we can state that these concepts are well known to them. However, having also worked with software devel opment organizations, it appears that these metrics are not only rare but tend to be foreign to proponents of the latest forms of software development project management. Under Stephens TPC approach, the data required is even more profound.In a portfolio of projects, it should consist of13 Project Name Expected Monetary Value As of (i. e. current reporting date) Current Completion Date Loss per Week Late (%) Gain per Week Early (%) New Expected Value speak to Estimate to Complete Simple DIPP Note the addition of the time value of being ahead or behind schedule, not in impairment of project overhead AEW Services, Vancouver, BC 2004 Email emailprotected ca Total Project Control Page 4 of 7 costs but in terms of gain or loss in value of the ware to the organization. Stephen provides legion(predicate) examples of his approach, although not all calculations are explicit.Stephen wades into the assembly of work breakdown structures, and CPM scheduling to illustrate his theor ies. On the question of how do you plan the work scope, he signifys 14 Each type of project is different, and each project is different. It is therefore difficult to set hard-and-fast rules for assembling scope documents. The best idea I have found is to Start with the benefits you want to achieve, merged them into a business plan, Then move as rapidly as possible to a concrete image of the thing that volition provide those benefits. This is penetrate advice The bullets are mine, by the way. On the matter of estimating, Stephen offers more sound advice15 The person who is going to be responsible for the work should be the one who generates the estimates. This is probably the most important contributor to accurate estimates. The reasons for this are 1. This person will be a subject matter expert, happy in the discipline necessary for the particular work. 2. This person is the only one who will know precisely how he or she plans to do the work. 3. He or she will usually have a vested interest in meeting his own commitment, and establishing the reliability of his or her own estimates.Unfortunately, the practicality in many cases is that, (a) the contributors dont know how to estimate, (b) they dont want to estimate, and (c) if they are really busy, they dont have the time to estimate. Still, it does suggest that estimating ought to be a part of production skills. Downside Under Scope/ embody/Schedule Integration, Stephen observes 16 Work scope is the foundation on which the whole project rests. It is the reason for doing the project to obtain the value that will go down from the work . . . Once we recognize this, two things come into clearer focus 1.Quantifying scope is important. It is directly related to profitably. In a project-driven company, if you havent quantified project scope, you cannot accurately estimate, or work to increase, profit 2. The metric used to quantify scope is the dollar. To be precise, the expected dollar that measures the valu e that the project is undertaken to generate. But Stephen skates round the slew of how you arrive at this expected value by stating Now, how one goes close estimating the value of a project is a topic of its own, beyond the scope of this book. 17 Unfortunately, that means the whole premise of his book rests on an shadowy EMV parameter which itself is changing due to external influences. Stephens thesis, and consequent metrics, relies on a tacit assumption. This is that you have projects where the activities can all be identified, their resource requirements formal and the time and cost of AEW Services, Vancouver, BC 2004 Email emailprotected ca Total Project Control Page 5 of 7 each reasonably accurately estimated. And further, that those resources are sufficiently flexible that schedule changes can be accommodated.On most projects, this is unreasonable, and for projects in the early part of their life span, this is patently impossible. almost of the metrics may be open to question. For example, Glen Alleman, VP, Program Management big businessman at CH2M HILL has commented on the DIPP formula (i. e. EMV divided by ETC), as follows18 There are several issues with the DIPP par. 1. The denominator creates a divide by zero error as the project reaches the end and the estimate to complete approaches zero. This is poor behavior of a capital punishment index finger not a ratio of two values drawn from the same time sample. . The indicator has nonlinear behavior over its life cycle. 3. The ETC value in the equation needs to be the sum of multiple estimates to complete, since EMV is the sum of all possible outcomes. The equations ETC is a point value with no index i to gibe with EMVs sum across the indices of possible outcomes. The primary issue here is that DIPP does not include the sunk costs of the project. Devaux states these are not necessary for the judgment of completion decisions. In fact the estimate to complete is based on the previous perform ance.The performance factor for remaining work is most often derived from the performance of the previous work. Past is a predictor of the future. The sunk costs are accruals and burden the net profit of the project. Ignoring sunk costs is not only poor financial management it is poor project management as well. The sunk costs must be paid by someone. The project manager must consider whom and how much is to be paid in assessing future decisions for the project. Ignoring these is like driving in the rear view mirror. It can be done, but not recommended. We may not agree on the whole with Glens assessment, but the point is well taken.Another bone of contention is about harbours. Stephen cites the example of catching a plane under a plan based on median time estimates. Such a plan would probably mean that we would miss the plane 50% of the time. Clearly this is out of the question so we must add contingency time. Stephen then says this is sometimes called management reserve and19 There is an important difference between management reserve and padding. Management reserve is always added either at the end of the project, or immediately before a major milestone. It go detrimentals to the project manager and the constitutional project. We agree with the intent but not the definitions. In our view, Contingency should provide for variances in durations and belongs to the project manager. Management Reserve, as the name implies, should belong to management for possible changes in scope (like picking up a coffee and donut at the airport), and Padding is a political issue and should be a no, no. Still, where workers are required to work on several projects concurrently, may be it is necessary to cover loss of productiveness because as Stephen says Such multitasking is one of the great time wasters of corporate projects. 20 But heres a thought. If we are in DRED of missing that plane we just talked about, how much safer would we be if we doubled our resources and had two people running to catch that plane? AEW Services, Vancouver, BC 2004 Email emailprotected ca Total Project Control Page 6 of 7 Summary It is time that project management practitioners started a serious dialogue on the subject of managing scope as one of the variables, and perhaps the key variable, in project management. Ask not what is the cost of this project, or change, and can we afford it?Ask instead, what is the value to the organization of this project, or change, is it worth it and how does it stack up against our other options? Some may argue that a dollar value metric is not liable(p) to their particular type of project, but whichever way you look at it, silver is the only common vehicle for comparison between projects in a portfolio. Stephen sums up his position at the end of chapter 1 by observing21 The purpose of a project is not to be short or inexpensive, but to make a profit. It should be managed in much(prenominal) a way as to maximize that profit. All t he work, and all aspects of the project that impact its profit should be analyzed together, in an incorporated way that shows the effect of the various alternatives on the project profit. Each project that is managed in a context with other projects should be analyzed in an integrated way that shows the effects of each (ostensibly internal) project decision on all other projects, and, specifically, on the multi-project profit. Insofar as projects are managed without regard to profit, bad (profit-reducing) decisions will be made, both randomly and systematically, throughout the organization.Stephens book was first published five years ago. In our experience it takes about that long for new ideas to sink into the collective psyche of the project management populace. So, we overlap Stephens view. It is time that project sponsors and the creators of the enterprise planning software they use (if any) intent out how to incorporate these variable scope and value concepts, and apply the m to their projects. Then, perhaps, we will be in a snap off position to demonstrate that the traditional definition of project success of being On time and within budget is short term and very narrowly focused.We think that Stephen Devauxs book makes a valuable contribution to the discussion of project and portfolio management, planning and tracking. However, some things have changed in the last five years, or are better understood, so we sincerely hope that Stephen will consider updating and reissuing his book Total Project Control. If he does, we hope he will also add a glossary. R. Max Wideman Fellow, PMI 1 2 Devaux, S. A. , Total Project Control, Wiley, NY, 1999, p xvii ibid. p xix 3 ibidem p22 4 ibid. p7 5 Ibid. p32 6 Ibid. p93 7 Ibid. 139 AEW Services, Vancouver, BC 2004 Email emailprotected ca Total Project Control Page 7 of 7 8 9 Ibid. p184 Ibid. p257 10 Ibid. p xix 11 Ibid. p8 12 Ibid. p9 13 Ibid. p12 14 Ibid. p63 15 Ibid. p105 16 Ibid. p30 17 Ibid. p31 18 Alleman, G. , The DIPP radiation pattern Control Flag, An Assessment of the DIPP Indicator, Viewpoints, Project Management World Today, November-December 2003, http//www. pmforum. org/pmwt03/viewpoints03-11. htm 19 Devaux, S. A. , Total Project Control, Wiley, NY, 1999, p113 20 Ibid. p114 21 Ibid. p14 AEW Services, Vancouver, BC 2004 Email emailprotected ca