Performance Management Dashboard
While performing a project, a metric is a standard of measuring efficiency, performance, progress, productivity, quality of deliverables and process. The metrics helps in predicting the future of the project and improving the decision making process. By so doing, it is possible to understand what is working and what is not as expected. The metrics helps project managers to assess the cost, schedule and profitability of an ongoing project. Through the evaluation of the metrics it is possible to gauge the possible risks of the project, assess productivity of the teams, assess quality of delivered work and keep track of the profit. For a project to be successful, project team members, directors, stakeholders and managers must collaborate in their responsibilities to see the project to success. Different individual must complete their responsibilities including updating the dashboards to enable meaningful analysis and evaluation of the progress of the entire project. This paper analyses the dashboards and how the project performed. The paper also outlines the responsible individuals in updating the various dashboards.
Evaluation of Metrics
Cost and Schedule Variance
These metrics measures the performance and the progress of the project against baselines. It is tracked by the Earned Value Management (EVM). The metric combines project scope, cost and schedule. There are three variables used in this metric actual cost, earned value and planned value. From these variables we can get the Schedule Variance (SV) and Cost Variance (CV). Positive value of SV shows ahead of schedule while negative means behind schedule. From the project, in period two and four all the activities were a head of the schedule while in period six and eight, activity E in and D were behind schedule respectively. While analyzing CV, a positive result shows under budget while a negative result indicates over budget. In this project, all the activities were under the budget except activity D in period eight which ran above budget.
Productivity and Resource Utilization
This metric measures the productivity of resources involved in the project and enables evaluation of under-utilized resources. From the project report and dashboards, it is an indication that at some periods, some activities were complete while others were not completed. This could be linked to the earned value to understand better. In any activity where the completion was 0%, the resulting EV was 0. This shows that in Period 4 activity D was not complete this means that the resources allocated to the activity were under-utilized resulting in 0 EV. The same case is depicted in period 6 for the same activity. Also the activity that made maximum use of the allocated resources was 100% complete and resulted to high EV.
Cost Performance Index
This is percentage of work completed per the amount spent. The CPI is derived from the EV and AC by dividing the two values. A value greater than 1 shows that the project is ahead of the schedule or under the budget while CPI of less than 1 indicates that the project is behind the schedule and it is running above the allocated budget. For this project scenario, in all the periods all the activities had a CPI of above 1 except activity D which had a less value this shows that the activity was running above the estimated budget and was behind the schedule. But in as much as this activity affected the project, the overall value indicates that the project was completed within the schedule.
Schedule Performance Index
This metric is derived by calculating the ratio between the work performed to the work scheduled. It is possible to tell the performance of the project in terms of the budget or schedule using this metric. The value tell the state of the project. Any value above 1 means the project is ahead of the schedule or under the budget while a value below 1 means that the project is lagging behind the schedule or it is running above the budget. From the project the schedule was not managed well since most activities are having a value less than 1 in most activities.
Updating the Dashboards
During the lifetime of the project, the dashboards provided will be subject to frequent updates by different individuals. The project team members will be responsible for updating the variables used in measuring the metrics. These variables include the actual value in different activities, earned value, cost variance and the schedule variance. This information will be important while trying to calculate the metrics. The updates will be taking place after the completion of an activity in every period of the project running from period two to period eight of the project.
The project sponsors are responsible for funds allocation and supplying of resources required in delivering the project. For further funding and support, they will have to evaluate the budget and its performance in the project. It will be the responsibility of the project manager to update the earned value dashboard and relying the information to the sponsors. This will include updating any variable that relates to the budget. From the information the sponsors will decide whether to allocate more funds to boost the budget or not.
Project managers will also have the responsibility of updating the CPI and SPI dashboards while trying to evaluate how the resources have been balanced with the work that has been performed and the allocated budget. Having clear updated information about these metric will help the stakeholders in the project to understand whether the deliverables are being met or not. It will also be a good practice to calculate the minimum funds in case the anticipation is the project will run as expected and the funds that will be required in case there are risks in the project. These measures will be helpful in risk mitigation during the lifetime of the project.
The project directors will also be providing meaningful information in case there is scarcity in the resources allocated or there is under-utilization of the resource. Having project directors will help so much in handling risks during the project.