# Project+/Executing
## KICK OFF MEETING

* meet with sponsor to review the output
* a meeting at the beginning of the project or major phase of the project
* align peoples' understanding of project objectives, procedures, and plans
* begin the team-building and bonding process.

## WEEKLY TASKS

* check scope
* check evolution and status deliverables
* check schedule
* analyze variances, compare estimates to actuals
* handle scope changes
* list, track, try to resolve open issues
* report project status
* push for activity close-out and deliverable sign-off
* decide if it's necessary to kill project

## EVM (Earned Value Management)
### EVM (Earned Value Management)

* a method for integrating scope, schedule and resources
* used for measuring project performance
* compares
** amount of work that was planned (PV)
** what was actually earned (EV)
** what was actually spent (AC)
* determines if cost and schedule performance are as planned.

### EVA (Earned Value Analysis)

* most commonly used method of performance measurement
* integrates scope, cost and schedule measures
* assesses project performance
* used to identify any divergence from planned outcomes

### EV (Earned Value)

* EV = PV * % complete (from course prep)
* formerly BCWP (Budgeted Cost Work Performed)
* value of work actually completed

### PV (Planned Value)

* formerly BCWS (Budgeted Cost Work Scheduled)
* portion of approved cost estimate planned to be spent on activity during given period.
* physical work scheduled to be performed

### AC (Actual Cost)

* formerly ACWP (Actual Cost Work Performed)
* total costs incurred in accomplishing work during given period.
* occurred to accomplish earned value

### BAC (Budget at Completion)

* the original total budget allocated to a project.
* sum of all budgets allocated to a project

### EAC (Estimate at Completion)

* 3 formulas to calculate EAC
** EAC = AC + ETC
** EAC = AC + BAC - EV (variances are atypical)
** EAC = BAC/CPI (from course prep) (variances are expected to occur again at same rate).
* value expressed as either dollars or hours
* represents the projected final costs of work when completed
* actual costs incurred plus estimated cost of remaining work.

### CPI (Cost Performance Index)

* CPI=EV/AC
* ratio of worth to cost
* measure of cost-efficiency or efficiency of the budget
* CPI < 1.0 means that the task is over budget

### CV (Cost Variance)

* CV=EV-AC
* difference between worth and cost of completed work
* identifies the area where spending more than budgeted
* CV < 0 means the task is over budget

### ETC (Estimate to Complete)

* ETC=BAC-EV
* expected additional cost needed to complete an activity or project

### SV (Schedule Variance)

* SV=EV-PV
* difference between worth and supposed-to-be worth of completed work
* identify schedule problems
* measure of schedule efficiency
* SV < 0 means the task is behind schedule

### SPI (Schedule Performance Index)

* SPI=EV/PV
* schedule efficiency ratio of earned value accomplished against the planned value
* describes what portion of the planned schedule was actually accomplished.
* SPI < 1.0 means the task is behind schedule

### TCPI (To Complete Performance Index)

* Two possible formula:
TCPI = (BAC – EV)/(BAC – AC); based on BAC (original BAC only money available)
TCPI = (BAC – EV)/(EAC – AC); based on EAC (new revised EAC approved)
* ratio of remaining work to remaining budget
* efficiency that must be achieved to complete remaining work with remaining money
* TCPI>1 = must increase performance to stay within budget

### CAPS (Control Account Plans)

* management control unit in which earned value performance measurement takes place
* formerly called Cost Account Plan
* EVM CAPs continuously measure project performance by relating 3 independent variables
** Planned Value
** Earned Value
** Actual Costs

### Formulas Summary:

* CV=EV-AC
* EAC (Estimate at Completion):
** EAC = AC + ETC
** EAC = AC + BAC - EV
** EAC = BAC/CPI (from course prep)
* CPI=EV/AC
* SV=EV-PV
* SPI=EV/PV
* TCPI=(BAC-EV)/(BAC-AC)
* Funds Remaining (BAC or EAC - AC)
* EV=PV*%complete (from course prep)

### Formula Mnemonics For Basic Formulas (CV,SV,CPI,SPI)

* "V" in left-most means variance which means subtract
* "I" in left-most means index which means divide
* "EV" on left side of equation after "="
* if cost "AC" is right-most, otherwise "PV"
* CV=EV-AC
* SV=EV-PV
* CPI=EV/AC
* SPI=EV/PV

### Formula Mnemonics For TCPI

* Two possible formula:
TCPI = (BAC – EV)/(BAC – AC); BAC based
TCPI = (BAC – EV)/(EAC – AC); EAC based
* remember both num and denom start with BAC-
* no PV
* "I" in left-most means index which means divide
* "EV" on left side of equation after "="
- baseline
* original project plan plus approved changes. Must have to use EVA.

## CHANGE CONTROL
### Two Methods Used To Monitor Scope Changes

* track number of scope changes
* track dollar value of extra work performed

### Before Approval From The Stakeholders On A Project Scope Modification

* analyze budget issues and their impact on "common problems"
* analyze project plan issues and their impact
* research alternatives for the proposed scope change

### Value Engineering

* used to evaluate proposed changes

### When Change Occurs, PMS Must

* identify cause
* write a status report to document change
* determine how scope change will impact cost and/or schedule
* quantify alternative solutions
* ask users to distinguish between mandatory and optional scope changes
* determine whether to inform the sponsor
* gain stakeholder approval

### Objectives Of Change Control Process

* insure that changes are beneficial
* know when change has occurred
* manage changes as they occur

### Preventing Scope Creep

* scope is well documented and verified in the planning phase
* team well informed of products and quality procedures
* develop and follow a requirements management process

## LARGE & MULTI-LOCATION PROJECT STRATEGIES
### What May Be Needed

* communication standards
* work standards
* sub-teams
* focus on milestones

## TEAM MANAGEMENT
### Best Practices

* Shared Challenge
* Team Identity
* Balanced Task Assignment
* Team Support
* Trust Your Team
* Earn Respect
* Be a Team Player
* Leadership Principles

### Conflict Handling Modes

* confrontation mode
** problem solving approach
** allows parties to work through their differences
** usually most effective
* smoothing mode
** de-emphasize areas of differences
** emphasize areas of agreement
** often used when personalities clash
* forcing mode
** win-lose approach
** favored by the autocratic
* withdrawal mode
** little gets accomplished

### Task Related Conflict

* often healthy
* different approaches to create deliverables discussed
* better solutions can be achieved

### Emotional Conflicts

* develop group ground rules to avoid

### Common Causes Of Performance Problems Include

* team is unfocused or pulling in different directions
* team is fragmented into special interest or social groups

## EXECUTIVE SUPPORT
### Re-enforce by

* identify source of doubts
* use interpersonal skills
* act without creating negative impact
* use allies and influence

## RESOURCE MANAGEMENT
### Issues

* Contract Labor
* Outsourcing
* Material Resources and Suppliers
* Resource Leveling

## PROJECT DELAYS
### Issues Related To Extending Schedule

* impact on other project goals
* impact on the rest of the organization
* impact on the project team
* impact on the vendors

## INTERIM PROJECT REQUIREMENT REVIEWS
### INTERIM PROJECT REQUIREMENT REVIEWS - Process

* held with the sponsors and users
* held after the initial requirements are completed
* held after requested changes to the scope are defined
* most reviews are face-to-face with affected stakeholders
* may be held on a periodic basis or as needed
* Reasons To Hold Non-Periodic Reviews
** organizational changes
** misunderstandings arise
** quality problems
** budget problems

### INTERIM PROJECT REQUIREMENT REVIEWS - Reasons for

* provides a quality assurance measure for project performance
* provides an independent evaluation of project performance/documentation
* examines the overall health of the project
* recommends actions to address any significant problems
* Emphasize Important Project Goals
** main goals understood?
** are products being delivered on time?
** quality okay?
** budget okay?

### INTERIM PROJECT REQUIREMENT REVIEWS - Acceptable Outcomes

* approve requirements list as is
* agree on revisions then resubmit for review and approval
* agree on revisions then move forward with the planning phase

## TURNOVER PHASE
### Transition Work

* user docs
* user training
* help-desk training

## REFERENCES

* A Guide to the Project Management Body of Knowledge (fifth ed.), Project Management Institute, 2013, ISBN 978-1-935589-67-9
* Earned Value Analysis in Project Management — an Easy Cheat Sheet