Managing Projects. Part t. with. focusing on Project Control and Follow-up. Pierre Bonnal EN ENGINEERING DEPARTMENT 1.0. version

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1 Managing Projects with Part t focusing on Project Control and Follow-up EN ENGINEERING DEPARTMENT Pierre Bonnal version 1.0

2 Project Progress Follow-up Why? 1 to set a reference 2 to assess uncertainties 3 to follow up progress

3 Project Control and Follow-up Project triangle Project Definition Concept of Operations Requirements and Architecture Verification and Validation Operation and Maintenance System Verification and Validation Verification vs. Validation Detailed Design Implementation Integration, Test, and Verification Project Test and Integration Time Project Requirements tangible Deliverables Physical Progress (a.k.a. Earned Value) Project Budget Actual Costs vs. Budgeted Costs Project Schedule Actual Dates vs. Planned dates

4 Project Control and Follow-up When and which effort? INITIALIZE STUDY DESIGN BUILD COMMISSION FINALIZE PROGRESS REPORTS regularly released Study Team Project Team Periodicity? CLOSE-OUT REPORT Project Team

5 Project Control and Follow-up with 3 levels of implementation 3. Advanced approach 2. Intermediate approach 1. Simple approach The preferred project control and follow-up approach shall be defined in the Project Management Plan

6 Project Control and Follow-up The basic toolbox Progress Status Progress Reviews q w e r t SIMPLE approach Major achievements (as bullet points) Problems encountered Cost and schedule statuses 3=! 3=@ 3=# Cost status Table (actuals vs. budgeted) Schedule status Milestone Trend Chart ( Milestone Plan ) Physical progress status Dashboard Work laying ahead (as bullet points) Risk Register update (limited to changes)

7 Project Costing 3 types of resources Manpower (project participants) [workload currency] Financial resources [monetary cur.] In-kind contributions [various cur.] planned manpower budget financial budget agreement figures actuals time spent expenses ( = planned ) data timesheeting system accounting books Ø

8 At CERN Project Costing 3 types of resources Manpower (project participants) [workload currency] Financial resources [monetary cur.] In-kind contributions [various cur.] planned manpower budget financial budget agreement figures actuals ( = planned ) expenses ( = planned ) data Ø accounting books Ø

9 Project Control and Follow-up 3=! Cost status æ Cost Control Table CBS Cost Breakdown Structure or WBS Work Breakdown Structure SIMPLE approach Cost Control speadsheet BREAKDOWN BUDGETED COMMITTED INVOICED PAID

10 9.1 Milestone Trend Chart

11 Project Control and Follow-up Schedule status æ Milestone Trend Chart SIMPLE approach Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 CanNet Project launched STUDY CDR released Eng. design PILOT PROJECT Procurement Installation Eng. design readiness review FULL IMPLEMENTATION PROJECT Procurement Installation project completion review Early April 2017 Key milestones The Pilot Project

12 time SIMPLE approach Project Control and Follow-up Schedule status æ Milestone Trend Chart Q Reporting dates 45º line (isochrone) Reference (baseline) dates time Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

13 time SIMPLE approach 31 March 2017 t R1 time Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

14 time SIMPLE approach 30 June 2017 t R2 t R1 time Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

15 time SIMPLE approach 31 August 2017 t R3 t R2 t R1 time Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

16 15 April 2018 time t R7 t R6 SIMPLE approach Project Control and Follow-up 3=@ Schedule status æ Milestone Trend Chart Q t R5 t R4 t R3 t R2 t R time Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

17 9.1.alt Milestone Plan

18 Project Control and Follow-up Schedule status Milestone Plan Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 CanNet Project launched STUDY time now Eng. design CDR released PILOT PROJECT Procurement Installation Eng. design readiness review FULL IMPLEMENTATION PROJECT Procurement Installation project completion review Early April 2017 version 2.0 validated by the CanNet Project Board - dated DATE Project Board PPL Eng. Team Eng Proc. Team Proc Site Activities MILESTONE DESCRIPTION When the CanNet Pilot Project is formally launched by the Project Board When the engineering design tasks of the Pilot Project are completed When the procurement contract is signed PPR Eng2 Inst When the installation and commissioning works for the three tanks are completed When the CanNet Project Readiness Review is held When the engineering design tasks of the Full Implementation Project are completed The Pilot Project

19 Project Control and Follow-up Schedule status Milestone Plan Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 CanNet Project launched STUDY Eng. design CDR released PILOT PROJECT Procurement Installation time now Eng. design readiness review FULL IMPLEMENTATION PROJECT Procurement Installation project completion review Early April 2017 version 2.0 validated by the CanNet Project Board - dated DATE Project Board PPL Eng. Team Eng Proc. Team Proc Site Activities MILESTONE DESCRIPTION When the CanNet Pilot Project is formally launched by the Project Board When the engineering design tasks of the Pilot Project are completed When the procurement contract is signed PPR Eng2 Inst When the installation and commissioning works for the three tanks are completed When the CanNet Project Readiness Review is held When the engineering design tasks of the Full Implementation Project are completed

20 Project Control and Follow-up Schedule status Milestone Plan Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 CanNet Project launched STUDY Eng. design CDR released PILOT PROJECT Procurement Installation Eng. design time now readiness review FULL IMPLEMENTATION PROJECT Procurement Installation project completion review Early April 2017 version 2.0 validated by the CanNet Project Board - dated DATE Project Board PPL PPR Eng. Team Eng Eng2 Proc. Team Proc Site Activities Inst MILESTONE DESCRIPTION When the CanNet Pilot Project is formally launched by the Project Board When the engineering design tasks of the Pilot Project are completed When the procurement contract is signed Planned On-going Completed Late When the installation and commissioning works for the three tanks are completed When the CanNet Project Readiness Review is held When the engineering design tasks of the Full Implementation Project are completed Critical

21 9.2 Progress Dashboard

22 Project Control and Follow-up 3=# Physical progress status æ Dashboard SIMPLE approach Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 CanNet Project launched STUDY CDR released Eng. design PILOT PROJECT Procurement Installation 3 tanks Eng. design readiness review FULL IMPLEMENTATION PROJECT Procurement Installation 22 tanks project completion review Early April 2017 The Pilot Project

23 Project Control and Follow-up 3=# Physical progress status æ Dashboard SIMPLE approach Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 CanNet Project launched STUDY CDR released Eng. design PILOT PROJECT Procurement Installation time now 3 tanks Eng. design readiness review FULL IMPLEMENTATION PROJECT Procurement Installation 22 tanks project completion review Early April

24 Project Control and Follow-up 3=# Physical progress status æ Dashboard SIMPLE approach Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 CanNet Project launched STUDY CDR released Eng. design PILOT PROJECT Procurement Installation 3 tanks Eng. design readiness review FULL IMPLEMENTATION PROJECT Procurement Installation time now 22 tanks project completion review Early April

25 Project Control and Follow-up 3=# Physical progress status æ Dashboard SIMPLE approach Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 CanNet Project launched STUDY CDR released Eng. design PILOT PROJECT Procurement Installation 3 tanks Eng. design readiness review FULL IMPLEMENTATION PROJECT Procurement Installation 22 tanks time now project completion review Early April

26 Project Control and Follow-up The basic toolbox SIMPLE approach Close-out Report q Rationale w e r t Major Achievements Risks and Issues Cost and Schedule 4=! 4=@ 4=# Cost status Table (actuals vs. budgeted) Schedule status Milestone Trend Chart Physical progress status Dashboard Lessons Learned INTERMEDIATE approach ADVANCED approach

27 Project Control and Follow-up The intermediate toolbox INTERMEDIATE approach Progress Presentations Progress Reports Gantt Chart (coord. sched.) EVM Data Progress Reviews Project Board

28 9.3 Gantt Chart Report

29 Project Control and Follow-up approach PMF DDP TSP TDP TDT ITT ITP POT POP IDP PSW IPP CPP 3=# TSW INTERMEDIATE Schedule status Gantt Chart Reporting TSE TSF TDF TDE ITE ITF POE POF DDL Elec Tk1 Tk2 Tk3 Tub Lab Furn Blw Ctrl Com The Pilot Project

30 Project Control and Follow-up approach end of week 09 PMF DDP TSP TDT ITT TDP ITP POT POP IDP PSW IPP 3=# CPP INTERMEDIATE Schedule status Gantt Chart Reporting TSW TSE TSF TDF TDE ITE ITF POE POF Tk1 Tk2 Tk3 Tub Lab Blw Ctrl DDL Elec Furn Com

31 Project Control and Follow-up 3=# Schedule status æ Gantt Chart Reporting INTERMEDIATE approach > Reporting principles implemented in most project scheduling software: During the schedule construction After the baseline is set Actual Start Date On-going task Expected Finish Date Completed task Actual Start Date Actual Finish Date Start Date > Finish Date Planned Dates Status Date Meaning of the status line (isochrone line*): Status Date On schedule Behind schedule Ahead of schedule * A line drawn on a Gantt chart connecting points (tasks) at which something occurs or arrives at the same time

32 Project Control and Follow-up 3=# Schedule status æ Gantt Chart Reporting INTERMEDIATE approach At a given status date, the focus is given on tasks that either are on-going ( ) or that should be on-going ( ) As a driving principle, duration of planned tasks (i.e. ) is not re-evaluated with each schedule status report

33 9.4 Earned Value Report

Earned Value Management Earned Value Analysis creation

2005 American Military Standard C/SCSC Cost/Schedule

Institute Electronic Industries Alliance ANSI/EIA-748-C

34 Earned Value Management Earned Value Analysis creation Practice Standard for Earned Value Management American Military Standard C/SCSC Cost/Schedule Control System Criteria American National Standard Institute Electronic Industries Alliance ANSI/EIA-748-C 32 criteria/guidelines to consider National Defense Industrial Association

35 Earned Value Management When and which effort? INTERMEDIATE approach INITIALIZE STUDY DESIGN BUILD COMMISSION FINALIZE Quite useless except for large and long lead studies PROGRESS REPORTS Project Team At the early stage of the project, set the PV curve(s) Periodically, collect EVs and ACs, then calculate the various indices: SVs, CVs, EACs

36 9.4.1 EVM Foundations

37 EVM Basics $ PV(t) =? t

38 EVM Basics $ activity 01 t

39 EVM Basics $ t

40 EVM Basics $ t

41 EVM Basics $ PV(t) for the whole project t

42 EVM Basics $ activity 01 t

43 EVM Basics $ PV(t) for the whole project t

44 EVM Basics æ PV, Planned Value $ PV(t > project finish date) = BAC BAC PV(t) of the whole project t PV(t < project start date) = 0

46 EVM Basics æ AC, Actual Costs $ PV(t > project finish date) = BAC BAC PV(t) of the whole project AC(t) t R PV(t < project start date) = 0 t

47 EVM Basics æ EV, Earned Value $ PV(t > project finish date) = BAC BAC PV(t) of the whole project AC(t) t R EV(t) PV(t < project start date) = 0 with for each of the activities : EV(t R ) = BAC % physical progress (t R ) t

48 EVM Basics AFITEP C/SCSC ANSI #748 Coût budgété CBTP du travail prévu BCWS Budgeted Cost of the Work Scheduled PV Planned Value Coût réel CRTE du travail effectué ACWP Actual Cost of the Work Performed AC Actual Cost Coût budgété CBTE du travail effectué BCWP Budgeted Cost of the Work Performed EV Earned Value CTB Coût total budgété BAC Budget at Completion BAC Budget at Completion

49 EVM Basics æ SV, Schedule Variance

50 EVM Basics æ CV, Cost Variance $ PV(t > project finish date) = BAC BAC PV(t) of the whole project AC(t) CV(t R ) = EV(t R ) AC(t R ) t R EV(t) PV(t < project start date) = 0 t

51 EVM Basics Schedule Variance SV(t R ) = EV(t R ) PV(t R ) Schedule Performance Index SPI(t R ) = EV(t R ) PV(t R ) SPI(t R ) > 1 Ø SPI(t R ) < 1 ø Cost Variance CV(t R ) = EV(t R ) AC(t R ) Cost Performance Index CPI(t R ) = EV(t R ) AC(t R ) CPI(t R ) > 1 Ø CPI(t R ) < 1 ø Critical Ratio CR(t R ) = SPI(t R ) CPI(t R ) Physical Progress ϕ(t R ) = EV(t R ) BAC

52 EVM Basics 1,4 1,2 1,0 0,8 SPI(t) CR(t) CPI(t) t 0,6

53 EVM Basics + BAC 10 + BAC 20 0 BAC 20 BAC 10 CV(t) SV(t) t

54 EVM Basics æ EAC, Estimate at Completion EAC(t R ) BAC $ RTC(t R ) AC(t) AC(t R ) EAC(t R ) = AC(t R ) + RTC(t R ) t R t

55 EVM Basics æ EAC, Estimate at Completion EAC(t R ) BAC $ EAC(t R ) = BAC CPI(t R ) BAC EV(t R ) EAC(t R ) = AC(t R ) + CPI(t R ) SPI(t R ) t R t

56 EVM Basics æ TAB, Total Allocated Budget TAB BAC $ PROJECT MANAGEMENT RESERVE PV(t) EAC t

57 9.4.2 PV Curve Construction

58 mars avril mai juin juil. août sep. oct. nov. 01 2m 2p m 02 3m 3p m 03 1m 1p m p m 04 2m 2p m t

59 mars avril mai juin juil. août sep. oct. nov. 01 2m 2p m p m = m 3p m 03 1m 1p m 04 2m 2p m par période cumulé t

60 mars avril mai juin juil. août sep. oct. nov. p m m 2p m 02 3m 3p m 03 1m 1p m 04 2m 2p m = t

61 mars avril mai juin juil. août sep. oct. nov. 01 2m 2p m 02 3m 3p m 03 1m 1p m p m 04 2m 2p m t

62 mars avril mai juin juil. août sep. oct. nov. 01 2m 2p m 02 3m 3p m 03 1m 1p m p m 04 2m 2p m t

63 mars avril mai juin juil. août sep. oct. nov. p m m 2p m 02 3m 3p m 03 1m 1p m 04 2m 2p m t

64 mars avril mai juin juil. août sep. oct. nov. 01 2m 2p m 02 3m 3p m 03 1m 1p m p m 04 2m 2p m t

65 mars avril mai juin juil. août sep. oct. nov. 01 2m CHF 10k 100k CHF 02 3m CHF 45k 03 1m CHF 10k 04 2m CHF 35k 80k 60k 40k 20k 0k t

66 mars avril mai juin juil. août sep. oct. nov. 01 2m CHF 10k 100k CHF 02 3m CHF 45k 03 1m CHF 10k 04 2m CHF 35k 80k 60k 40k 20k 0k t

67 mars avril mai juin juil. août sep. oct. nov. CHF p m 100k m CHF 5k 1 p m 02 3m CHF 45k 6 p m 03 1m CHF 15k 2 p m 04 2m CHF 25k 1 p m 80k 8 Ressources humaines 60k 40k 6 4 Ressources financières 20k 2 0k 0 t

68 mars avril mai juin juil. août sep. oct. nov. CHF 200k 180k 160k 140k 120k 100k 80k 60k 40k 20k 0k 01 2m CHF 5k 1 p m 1 p m = CHF 10k 02 3m CHF 45k 6 p m 03 1m CHF 15k 2 p m 04 2m CHF 25k 1 p m Ressources humaines Ressources financières t

69 9.4.3 Progress Status Analyses

70 mars avril mai juin juil. août sep. oct. nov. 01 2m 2p m 02 3m 3p m 03 1m 1p m p m 04 2m 2p m t

71 mars avril mai juin juil. août sep. oct. nov. p m m 2p m Æ fini à 75% et passé 2.5 p m 02 3m 3p m 03 1m 1p m 04 2m 2p m t

72 mars avril mai juin juil. août sep. oct. nov. p m 01 2m 2p m Æ 100% et 2.5 p m 02 3m 3p m Æ 50% et 2 p m 03 1m 1p m Æ 0% et 0 p m 04 2m 2p m AC(t) 2 0 EV(t) t

73 mars avril mai juin juil. août sep. oct. nov. p m m 2p m Æ 100% et 2.5 p m 02 3m 3p m 03 1m 1p m Æ 50% et 3 p m Æ 100% et 0.5 p m 04 2m 2p m t

74 mars avril mai juin juil. août sep. oct. nov. 100% et 0.5 p m æ p m 01 2m 2p m Æ 100% et 2.5 p m 02 3m 3p m Æ 67% et 3.5 p m 03 1m 1p m 0% et 0 p m æ 04 2m 2p m t

75 mars avril mai juin juil. août sep. oct. nov. 01 2m 2p m 100% et 4 p m æ 100% et 0.5 p m æ p m Æ 100% et 2.5 p m 02 3m 3p m 03 1m 1p m 25% et 1 p m æ 04 2m 2p m t

76 mars avril mai juin juil. août sep. oct. nov. 01 2m 2p m 100% et 4 p m æ 100% et 0.5 p m æ p m Æ 100% et 2.5 p m 02 3m 3p m 03 1m 1p m 100% et 2.5 p m æ 04 2m 2p m t

77 mars avril mai juin juil. août sep. oct. nov. 01 2m 2p m 100% et 4 p m æ 100% et 0.5 p m æ p m Æ 100% et 2.5 p m 02 3m 3p m 03 1m 1p m 100% et 2.5 p m æ 04 2m 2p m 8 6 EV(t F ) = BAC t

78 9.4.4 Estimates at Completion

79 EVM æ EAC, Estimation à l achèvement, Estimate At Completion. $ EAC(t R ) BAC RTC(t R ) AC(t) AC(t R ) EAC(t R ) = AC(t R ) + RTC(t R ) t R t

80 EVM æ EAC, Estimation à l achèvement, Estimate At Completion. $ EAC(t R ) BAC EAC(t R ) = BAC CPI(t R ) t R t

81 EVM æ EAC, Estimation à l achèvement, Estimate At Completion. $ EAC(t R ) BAC BAC EV(t R ) EAC(t R ) = AC(t R ) + CPI(t R ) SPI(t R ) t R t

82 EVM æ TAB, Budget total alloué, Total Allocated Budget. $ TAB BAC PROJECT MANAGEMENT RESERVE EAC PV(t) TAB = BAC + PMR t

83 mars avril mai juin juil. août sep. oct. nov. p m m 2p m Æ 100% et 2.5 p m 02 3m 3p m Æ 50% et 2 p m 03 1m 1p m Æ 0% et 0 p m 04 2m 2p m AC(t R ) = 4.5 p m EV(t R ) = 3.5 p m EAC(t R ) =? 0 t

84 BAC AC(t EAC(t R ) = = BAC R ) 4.5 = 8 = 10.3 CPI(t R ) EV(t R ) 3.5 BAC EV(t R ) EAC(t R ) = AC(t R ) + EV(tR R ) EV(t R ) AC(t R ) PV(t R ) p m = = t

85 mars avril mai juin juil. août sep. oct. nov. 01 2m 2p m 100% et 4 p m æ 100% et 0.5 p m æ p m 8 6 Æ 100% et 2.5 p m 02 3m 3p m 03 1m 1p m 25% et 1 p m æ 04 2m 2p m AC(t R ) = 8 p m EV(t R ) = 6.5 p m 4 2 EAC(t R ) =? 0 t

86 BAC AC(t EAC(t R ) = = BAC R ) 8 = 8 = 9.8 CPI(t R ) EV(t R ) 6.5 BAC EV(t R ) EAC(t R ) = AC(t R ) + EV(tR R ) EV(t R ) AC(t R ) PV(t R ) p m = 8 + = t

87 ALARA EVM EVM applied to dose planning and follow-up exotic approach PV EV AC PW EW AD : Planned Work : Earned Work : Actual Dose [μsv] SV SPI CV CPI WV WPI DV DPI : Work Variance : Work Performance Index : Dose Variance : Dose Performance Index WV = EW - PW WPI = EW PW DV = EW - AD DPI = EW AD Courtesy of Thijs Wijnands

88 Criteria (Guidelines) of ANSI/EIA-748-C

89 32 Guidelines of ANSI/EIA-748-C Group 1 æ Five organization criteria INTERMEDIATE approach 0! 0@ 0# 0$ 0% Guideline # Define the work scope æ WBS Define the project organization æ OBS (and RACI matrix) Integrate the project control processes to those of the organization Organize overhead management æ indirect costs Integrate (i.e. matrix) the WBS and OBS æ control accounts (CBS) WBS OBS integration with CBS Work Breakdown Structure 0! Organisational Breakdown Structure 0@ Entreprise Resource Planning System 0# Cost Breakdown Structure 0%

90 32 Guidelines of ANSI/EIA-748-C Group 2 æ Planning, scheduling and budgeting criteria INTERMEDIATE approach 0^ 0& 0* 0( 1) 1! 1@ 1# 1$ 1% Schedule tasks with network logic æ Coord. Schedule Set progress measurement indicators (i.e. deliverables, results) Set time-phased detail budgets for authorised work (i.e. at task level) Set budgets by cost elements (i.e. manpower, material, etc.) Create work packages (WPs) and planning packages (PPs)* Sum detail budgets to control accounts (CBS) Set level-of-effort* (LoE) budgets (direct costs) Set overhead budgets (i.e. indirect costs) Set the project management reserve (PMR)* Set undistributed budgets (UBs)* Reconcile to total allocated budget (TAB)*

91 Level-of-Efforts (LoE) Budgets INTERMEDIATE approach > > > > Efforts that commence at project start and end at project finish No measurable performance basis EV(t) = PV(t) SV(t) = 0 always! LoE value < 10% BAC LoE tasks distort overall performance measurement PM Manage the project PMF DDP TSP TDP TDT ITT TSE TSF TDF Quarantine LoE outside the Performance Management Baseline Level-of-Effort task TDE ITP ITE ITF POT POP POE IDP PSW POF DDL IPP Elec CPP TSW Tk1 Tk2 Tk3 Tub Lab Furn Blw Ctrl Com version 1.0 validated by the CanNet Project Manager - dated 2017

Budget Element Hierarchy Performance Management Baseline PMB BAC Total Allocated Budget Budget At Completion TAB 1% INTERMEDIATE approach PMR Project Management Reserve WPs Work Packages DBs SLPPs 1$

92 Budget Element Hierarchy Performance Management Baseline PMB BAC Total Allocated Budget Budget At Completion TAB 1% INTERMEDIATE approach PMR Project Management Reserve WPs Work Packages DBs SLPPs 1$ UBs Distributed Budgets PPs Planning Packages Time-Phased Cost Elements 0^0&0*0( Summary Level Planning Packages CAs Control Accounts Undistributed Budgets 1! BAC PMR TAB (2014) EVMS ANSI/IEA-478-C Intent Guide [Fig. 3, p. 15]

93 32 Guidelines of ANSI/EIA-748-C Group 3 æ Accounting consideration criteria INTERMEDIATE approach 1^ 1& 1* 1( 2) 2! Record direct costs from the accounting system æ ACs Summarize direct costs by WBS element Summarize direct costs by OBS element Record/allocate indirect costs Identify unit costs or lot costs Track and report material costs and quantities æ EVs EVs / PVs WBS OBS 2! 1^ 1& 1* Entreprise Accounting System ACs & ACs

94 32 Guidelines of ANSI/EIA-748-C Group 4 æ Analysis and management reports criteria INTERMEDIATE approach 2@ 2# 2$ 2% Calculate (at least monthly) EVM indicators æ SV, CV, SPI, CPI, EAC, etc. Explain significant variances Identify and explain indirect cost variances Summarize EVM information for the project board 2^ Implement managerial actions as result of guideline 2^ 2& Revise estimates at completion æ EACs 2@ 2% 2^ EVM Data Progress Reports Project Board EVM Data 2#2&

95 32 Guidelines of ANSI/EIA-748-C Group 5 æ Revision and data maintenance criteria INTERMEDIATE approach 2* 2( 3) 3! 3@ Incorporate changes in a timely manner Reconcile current budgets with prior budgets Control retroactive adjustments (commercial and economical fluctuations) Prevent all but authorized budget changes Document changes to the performance measurement baseline PROJECT Documenting 2* 3! an issue Deciding BUSINESS AS USUAL Change Record Action Project 3@ EVM Rejection Data 3) Implementing the agreed changes onto the baseline 2(

96 Project Control and Follow-up The advanced toolbox ADVANCED approach Progress Presentations Progress Reports Progress Reviews Project Board or others EVM-based Planning and Control System

97 At CERN Beam-facility related projects or large infrastructure projects APT Progress Presentations Progress Reports Progress Reviews Project Board EVM-based Planning and Control System Contact Benoit Daudin FAP-AIS-PM

98 Project Control and Follow-up The advanced features ADVANCED approach > > > > > Deliverable-oriented earned value management approach Dealing with price escalation, inflation, the economical context Augmenting earned value with earned schedule Buffer-based schedule progress monitoring Using stochastic models, vector machines, machine learning, etc. to derive more accurate estimates at completion

99 cern.ch/opense cern.ch/quality

Project Control & Follow-up with

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