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Managing Project Stakeholders and Communication - Coggle Diagram
Managing Project Stakeholders and
Communication
Informal Organization
by passes formal lines of communication and authority
power is determined by how well one is connected
can be more complex than formal organization
Stakeholder Analysis Process
develop a list of stakeholder
identify the stakeholder
Stakeholder Analysis
Determine the degree of influence
Identify an objective for each stakeholder
Identify a strategy for each stakeholder
Define a role for each stakeholder
Schedule Metrics
Schedule Performance Index (SPI)
A ratio of the work performed to the work scheduled
SPI = EV / PV
Ratio > 1 = ahead of schedule
Ratio < 1 = behind schedule
Ratio = 1 means our project is right on schedule
Schedule Variance (SV)
The difference between the current progress of the project and its original or planned schedule
SV = EV - PV
Negative Value = behind schedule
Positive Value = ahead of schedule
Value = 0 means project is right on schedule
Burn Down Chart
Popular in Agile software development methods like Scrum or XP
Shows how the scope, features or functionality, or work is being completed over time
Monitoring and Controlling the Project
Regardless of how well a project is planned, unexpected
situations
A project manager will not lose credibility
The Project Communications Plan
-Can be formal or informal
Supports all of the project stakeholders
The Project Communications Plan – Key Areas
Stakeholders
Information Requirements
Type of report or metric
Timings/Availabilities
Medium or format
Earned value
Project Budget, Schedule, Tasks
Earned Value Concepts
Planned Value (PV)
the planned or budgeted cost of work scheduled for an activity or component of the WBS
Budgeted At Completion (BAC)
the total budget for our project
total cumulative planned value
Actual Cost (AC)
The actual cost incurred for completing an activity or component of the WBS
Earned Value (EV)
A performance measurement that tells us how much of the budget we really should have spent for the work that was completed
Project Metrics (
A qualitative measurement of some attribute of the project.
)
focus key area
scope
schedule
budget
resources
quality
risk
A Good Project Metric
Understandable
Quantifiable
Cost Effective
Proven
High Impact
Estimate At Completion (EAC)
EAC (typical variances)
EAC = = Cumulative AC + (BAC Cumulative EV)/SPI*CPI
EAC (atypical variances)
EAC = Cumulative AC + ((BAC Cumulative EV)/Cumulative CPI
Project Measurement Systems
Allow the team to gauge its own progress
Be designed by the project team
Adopt and use only a handful of measures
Track results and progress
Variance At Completion (VAC)
VAC (CPI only)
VAC = BAC - EAC (atypical variances)
VAC (CPI and SPI)
VAC = BAC - EAC (typical variances)
To Complete Performance Index (TCPI)
Original BAC
TCPI = (BAC - EV)/(BAC - AC)
EAC
Typical variances
TCPI ( CPI only ) = (BAC - EV)/(EAC - AC)
Atypical variances
TCPI ( CPI and SPI ) = (BAC - EV)/(EAC - AC)
Cost Metrics
CV= EV-AC
Cost Variance (CV)-the difference between a task’s or WBS component’s estimated cost and its actual cost
Negative value = over budget
Positive value = under budget
Value 0 = means project is right on budget
CPI= EV / AC
Cost Performance Index (CPI)-percentage of work completed per dollar spent
ratio > 1 = ahead of budget
ratio <1 = behind budget (cost overrun)
ratio = 1 means project is right on budget
Earned Value Analysis
Earned Value = Planned Value(PV) * Percent Complete
Reporting Performance and Progress
Reviews
Status & Progress Reporting
Progress Reporting
Forecast Reporting
Information Distribution
Face to Face Meetings (F2F)
Telephone, electronic mail, other wireless
devices
Collaboration technology