Communications Planning: Tools and Techniques

.2 Performance Information Gathering and Compilation Information can be gathered and compiled from a variety of media including manual filing systems, electronic databases, project management software, and systems that allow access to technical documentation, such as engineering drawings, design specifications and test plans, to produce forecasts as well as performance, status and progress reports. .3 Status Review Meetings Status review meetings are regularly scheduled events to exchange information about the project. On most projects, status review meetings will be held at various frequencies and on different levels. For example, the project management team can meet weekly by itself and monthly with the customer. .4 Time Reporting Systems Time reporting systems record and provide time expended for the project. .5 Cost Reporting Systems Cost reporting systems record and provide the cost expended for the project.

10.3.3 Performance Reporting: Outputs

10 .1 Performance Reports Performance reports organize and summarize the information gathered, and present the results of any analysis as compared to the performance measurement baseline. Reports should provide the status and progress information, and the level of detail required by various stakeholders, as documented in the communications management plan. Common formats for performance reports include bar charts, S- curves, histograms, and tables. Earned value analysis data is often included as part of performance reporting. While S-curves, such as those in Figure 7-7, can display one view of earned value analysis data, Figure 10-7 gives a tabular view of earned value data. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 233 A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 234 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Planned Earned Cost Performance Index WBS Element Budget Earned Value Actual Cost Cost Variance Schedule Variance Cost Schedule PV EV AC EV – AC CV ÷ EV EV – PV SV ÷ PV CPI EV ÷ AC SPI EV ÷ PV 1.0 Pre-Pilot Plan 63,000 58,000 62,500 -4,500 -7.8 -5,000 -7.9 0.93 0.92 2.0 Checklists 64,000 48,000 46,800 1,200 2.5 -16,000 -25.0 1.03 0.75 3.0 Curriculum 23,000 20,000 23,500 -3,500 -17.5 -3,000 -13.0 0.85 0.87 4.0 Mid-Term Evaluation 68,000 68,000 72,500 -4,500 -6.6 0 0.0 0.94 1.00 5.0 Implementation Support 12,000 10,000 10,000 0 0.0 -2,000 -16.7 1.00 0.83 6.0 Manual of Practice 7,000 6,200 6,000 200 3.2 -800 -11.4 1.03 0.89 7.0 Roll-Out Plan 20,000 13,500 18,100 -4,600 -34.1 -6,500 -32.5 .075 0.68 Totals 257,000 223,700 239,400 -15,700 -7.0 -33,300 -13.0

0.93 0.87

Note: All figures are project-to-date Other units of measure that may be used in these calculations may include: labor hours, cubic yards of concrete, etc. Figure 10-7 Tabular Performance Report Sample .2 Forecasts Forecasts are updated and reissued based on work performance information provided as the project is executed. This information is about the project’s past performance that could impact the project in the future, for example, estimate at completion and estimate to complete. .3 Requested Changes Analysis of project performance often generates requested changes Section 4.4.3.2 to some aspect of the project. These requested changes are processed and dispositioned through the Integrated Change Control process Section 4.6. .4 Recommended Corrective Actions Recommended corrective actions Section 4.5.3.1 include changes that bring the expected future performance of the project in line with the project management plan. .5 Organizational Process Assets Updates Lessons learned documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about performance reporting. Lessons learned are documented so that they become part of the historical database for both this project and the performing organization.