The Key Controls report contains some of the most valuable data a tracking tool will ever give you.
Again, we are at the end of week 4 of this 24 week stage. Please look at block D, Total Project Hours.
|KEY CONTROLS REPORT|
|To Date Plan||57||253||398||568||832||1138||1308||1404||1591||1738|
|To Date Actual||48||225||397||552|
|To Date Actual/Plan||.84||.89||1.00||.97|
|To Date Plan||71||384||716||1013||1281||1562||1879||2274||2570||2935|
|To Date Actual||38||341||713||1067|
|To Date Actual/Plan||.54||.89||1.00||1.05|
|To Date Plan||57||461||897||1339||1720||2046||2472||2894||3324||3725|
|To Date Actual||65||503||886||1241|
|To Date Actual/Plan||1.14||1.09||.99||.93|
|To Date Plan||128||845||1613||2352||3001||3608||4351||5168||5894||6660|
|To Date Actual||103||844||1599||2308|
|To Date Actual/Plan||.80||1.00||.99||.98|
In week 4 the team should have worked 739 hours on the project but only recorded having worked 709, so it looks as though we lost 30 hours last week. However, over the first 4 weeks in total they should have worked a total of 2352 hours and they have in fact worked 2308 hours - very close to the planned number. So would you agree we have a very healthy project on our hands? Did you say "yes"? Please look at block F, tasks started.
|To Date Plan||0.9||5.9||11.3||16.5||21.0||25.2||30.4||36.2||41.2||46.6|
|To Date Actual||0.9||6.0||11.2||15.2|
|F. No. of|
|To Date Plan||6||30||59||84||106||131||157||176||186||191|
|To Date Actual||5||31||52||65|
|To Date Actual/Plan||.83||1.03||.88||.77|
Still happy? To date your team should have started 84 tasks but they have in fact only started 65 tasks, so they're a quarter behind despite putting in roughly the right number of hours. Please look at block I, task completed.
|G. Tasks started, not due||-||1||-||2|
|H. Tasks overdue starting||-||-||3||21|
|I. No. of tasks|
|To Date Plan||4||17||36||63||89||110||144||160||171||179|
|To Date Actual||3||13||23||42|
|To Date Actual/Plan||.75||.76||.64||.67|
|J. Tasks completed, not due||-||1||4||5|
|K. Tasks overdue completing||1||5||17||26|
|L. Hours for|
|To Date Plan||35||153||320||711|
|To Date Actual||44||183||318||793|
|To Date Actual/Plan||1.26||1.20||.99||1.12|
|M. Hours ahead of schedule||-11||-65||23||-177|
How do you now feel about your project? Your team should have finished 63 tasks by now but have only finished 42. Ouch.
One last number: near the bottom right hand corner of the table is a figure of 1.12. What is that telling us? The 42 finished tasks took on average 12% more hours to complete than estimated. What rather worrying thought is in the back of your mind about all the remaining tasks in your plan: will they all run over by 12% as well? Maybe they will, maybe they won't, but today at the end of week four we have some investigating to do. We're getting early warning of a possible overrun here, we should not ignore it.
Please take a few moments to study this Key Controls Report to get a feel for what it is telling us. In the tracking, controlling and reporting chapter we will explore how reports such as this provide the raw material for crisp and concise project status reporting.
But where do all these nice numbers come from?
Project Management Book
Copyright M Harding Roberts 2012 2013 2014 2015 2016 2017
Project Management Articles Project Management Book IT Project Management Course
Home Sitemap Contact Us