project horoscope v5 - pmi bangalore...
TRANSCRIPT
Project Horoscope Project Horoscope or PM or PM HorrorscopeHorrorscopeor PM or PM HorrorscopeHorrorscope
• Face reading: by means of variations in face and head shape.
• Onomancy: by names.
• Clairvoyance: by spiritual vision or inner sight
• Necromancy: by the dead, or by spirits or souls of the dead.
• Parrot astrology: by parakeets picking up fortune cards
• Numerology: by numbers.
• Spirit board: by planchette or talking board
• Palmistry : foretelling the future through the study of the palm
• Horary astrology: an astrologer attempts to answer a question
by constructing a horoscope for the exact time at which the
question was received and understood by the astrologer.
What we practice (Sub) consciously
Fortune Telling Methods
Fortune Telling
Fortune Teller and his Parrot
Project Manager
Team Member(s)
Artifacts & Supporting Slides
Project Status
What is shown to client
Project Review
After the Review
Project Manager
Team Member(s)
After the Review
If If so, where does it take so, where does it take us?us?
Answer: to Answer: to the places where we don’t want to the places where we don’t want to gogo
Is it “Jungle Is it “Jungle meinmein
MangalMangal” ” attitude?attitude?
Projects are “on
time every time”
till declared as delayed
Project costs are “always within budget” till we have nothing to
exhaust
Don’t fear failure but transparency
Lesson learnt to wait till next
project to implement, not
now
Project Fundamentals
Statutory Warning
Judgement based on perception kills
Management decision out of mere judgement
is detrimental to both project and organization
&
Astrology
� movements and relative positions of celestial bodies interpreted
as having an influence on human affairs and the natural world.
PM Astrology
� relative position of various indices is believed to have influence
on project outcome.
Towards Measurement >> Judgement >> Management
Project Management & Astrology
Predictive Measures in ProjectsPredictive Measures in Projects
Source: National Defense Industry Association(NDIA) Predictive Measures Guide 2014.
S.No Metrics Category # of Metrics
1 Schedule Metrics 8
2 Cost Metrics 3
3 Staffing Metrics 3
4 Risk and Opportunity Metrics 4
5 Requirement Metrics 4
6 Technical Performance Measures 3
7 Contract Health Metric 6
8 Supply Chain Metrics 4
Total Metrics 35
Schedule & Cost Metrics
1. SPI : Schedule Performance Index
2. SPI(t) : Time based Schedule Performance Index
3. TSPI : To complete Schedule Performance Index
4. BEI : Baseline Execution Index
5. BEI(Start) : Baseline Execution Index - Start
6. CEI : Current Execution Index
7. CPLI : Critical Path Length Index
8. CPI : Cost Performance Index
9. TCPI(EAC) : To Complete Cost Performance Index
BEIBaseline Execution
Index# tasks actually completed
SPI Schedule
Performance
Index
Budgeted Cost work performed (BCWP) EV
# tasks planned to be completed Budgeted Cost work scheduled (BCWS) PV
BEI(start) Baseline Execution
Index (start)
# tasks actually started SPI(t)
Time based SPI
Earned Schedule ES
# tasks planned to have started Actual Duration AD
CPLICritical Path Length
Index
Critical Path Length+Critical Path Total Float
CPI Cost
Performance
Index
Budgeted cost work performed EV
Critical path length Actual cost work performed AC
CEICurrent Execution
Index
# tasks actually completed during the windowTCPI (EAC)
To complete
CPI(Estimate at
completion)
Budget at completion (BAC) -BCWP
# of tasks previously forecasted to complete
during a defined window
Estimate at completion (EAC)-ACWP
TSPI (ED)
To complete-SPI
Estimated Duration
Time planned to go from current BCWP to BAC PDWR
Time we are now forecasting to do it in RD
Schedule Metrics EV/ES Metrics
Critical Path Length Index - CPLI
Earned Schedule / To Complete Schedule Performance Index
ScheduleScheduleEV/ESEV/ES
0.70
0.85
0.95
0.70
0.85
0.95
1.00 >1.00 1.00
0.500.50 0.00
CPLI = 1.00TCPIEAC = 1.00
PROJECT HOROSCOPE
@ START DATE
TSPI(ed) = 1.00
Start – 01 Feb 2015
Finish – 30 Jul 2016
BAC - 218Cr
EAC – 218Cr
Plan-0.00% Actual-0.00%
Courtesy:
M/s. Karle Infra
SPIt = N.A
SPI =N.A
CPI = N.A CEI =N.A
BEIs = N.A
BEI = N.A
13.49%
29.81%
Performance issues.• Midcourse change in design had cascading
effect
• MEP contractor appointment delayed due to
above
• Civil contractor delivery efficiency is poor
• Procurement – Value for money >> delayed
key packages ordering
8.82%
19.83%
Status @ 20% Planned Completion
(7 Months from Start)
ScheduleScheduleEV/ESEV/ES
0.70
0.85
0.95
0.70
0.85
0.95
1.0 >1.10 1.0
0.500.50 0.00
CPLI = 0.83
Status @ 20% Planned Completion
(7 Months from Start)
SPI = 0.44 BEI = 0.51BEIS = 0.50
CEI = 0.33SPIt = 0.70
TCPIEAC = 1.04CPI = 0.98
TSPI(ed) = 0.98
Start – 01 Feb 2015
Forecast – 08 Oct 2016
BAC - 218Cr
EAC – 210Cr
Plan-19.8% Actual-8.82%
Courtesy:
M/s. Karle Infra
Performance issues.• Procurement of natural stone enormous
delay.
• Delay of DG delivery due to change in SEZ
rules.
• Interior commencement delayed due to
enormous delay in supply of material
• Delay in civil activities (Critical path)
delayed all subsequent activity completion
• Façade work package revisited in the
midcourse. – Derisking strategy
98.01%
70.67%
SPI – 0.72
SPIt - 0.72
Status after 16 Months of the
Project
ScheduleScheduleEV/ESEV/ES
0.70
0.85
0.95
0.70
0.85
0.95
1.0 >1.10 1.0
0.500.50 0.00
CPLI = 0.30
Status after 16 Months of the
Project
SPI = 0.72
BEI = 0.49
BEIS = 0.55
CEI = 0.02
TCPIEAC = 1.21
CPI = 1.01
SPIt = 0.72
TSPI(ed) = 0.92
Start – 01 Feb 2015
Forecast – 31 Dec 2016
BAC - 218Cr
EAC – 207Cr
Plan-98.00% Actual-70.67%
Courtesy:
M/s. Karle Infra
Let the dog wag it’s tail,
not the tail wag the dog
We should control projects, not have projects control us
