Office of Project Management
Metrics Report Presentation
Phil Braun
Project Management Consultant – Alliant Energy –
Office of Project Management
1
Framework
 Metric Report is run at least
monthly (some are every two
weeks)
 Every project is assigned two
dates and two dollar amounts
 Triangle Inner – Finish date (based
on Project Schedule) and dollar
amount are updated every two
weeks
 Triangle Outer (Goals) – Finish date
and dollar amount to include
contingency (Determined in Project
Charter and Project Change
Requests)
 Comparing the current TI to the TO
every reporting period = Remaining
Contingency
2
Triangle
Outer
Cost/Date
Triangle
Inner
Cost/Date
2
Metrics (continued)

When completed, the final report will contain the following worksheets
in an Excel Workbook for each project governed by OPM:
 Accomplishments
 Dashboard
 Vendor Scorecard
 Change Management Dashboard
 Metrics Report
 Task Graphs
 Project Performance Graphs
 Resource Allocation
 Resource Non-Working Time
 Triangle & Benefit Summary
 Risk Matrix
 Issues Matrix
 Communications Matrix
 Training Matrix
 Decisions
(Updates at least monthly)
3
3
Accomplishments
Following questions are answered by the Project Manager in the
Accomplishments page in the project metrics report:
 Review Date
 Project Driver (Time, Cost, Scope)
 Overall Project Health (Completed by OPM using Project
Dashboard)
 Executive Summary
 Key Decisions, Issues, and/or Risks
 Significant Accomplishments Since Last Meeting
 Major Work Planned Over Next Period
 Comments
 Follow up Items from previous meeting
 Outcome of Action Items from Previous Meeting
4
4
Project Dashboard
 Used to communicate status of the project.
 Information taken from latest metric report and put into
Microsoft Excel
 Dashboard is then made into .pdf file and placed on
Company Intranet
 Data entered into input area that drives formulas to
calculate variances and determine overall status color
 All Projects are rolled up to Portfolio Dashboard
5
5
Project Dashboard (continued)
Input area
Input Data
Project Name:
Quantifable Benefit:
Example Project
N/A
Time Contingency
Project Start Date:
May 7, 2008
TI (Scheduled) End Date:
December 19, 2008
TO End Date:
December 31, 2008
TO Duration in Weeks:
34.00
TI Duration in Weeks:
32.29
Time Contingency %:
5.04%
Points Deducted:
0
Indicator (all caps):
GREEN
Average Task Completion Rate
Current:
15%
Previous (2 weeks Prior)
100%
Previous (3 weeks Prior)
100%
Average:
72%
Points Deducted:
0
Indicator (all caps):
GREEN
PMPA Score
Score:
N/A
Points Deducted:
0
Indicator (al caps):
GREEN
Business Group:
Executive Sponsor:
Project Sponsor:
Project Manager:
Project Consultant:
General
Joe Smith
Jane Smith
Tom Project
Mike Consultant
Status Date:
Phase:
Primary Driver:
5%
G
September 19, 2008
Execute & Control
Time
Risk
Overall Risk Score:
Risk Indicator:
7%
G
9.08
MEDIUM
Resource OverAllocation
Does it Exist:
Yes
Points Deducted:
-0.5
Indicator (all caps:
YELLOW
Project % Duration Complete:
Project % Work Complete:
Calendar Duration % Complete:
64%
41%
57%
Please update project description in the
box located in the dashboard
Overall Score
Score:
Overall Project Health Indicator:
6
Inserted
Calculated
Cost Contingency
Triangle Inner Cost:
$191,926
CTD (From Cost Tab
in Metrics):
$110,071
Triangle Outer Cost:
$207,500
Cost Contingency $:
$15,574
Cost Contingency %:
7.51%
Points Deducted:
0
Indicator (all caps):
GREEN
4.5
GREEN
6
Project Dashboard (continued)
Calculated Fields
 Time and Cost Contingency
 Color indicator based on matrix
Calendar Duration
1 to 24% 25 to 49% 50 to 74% 75 to 99%
Cost or Time
Contingency:
greater than 25%
20% to 24.9%
15% to 19.9%
10% to 14.9%
5% to 9.9%
0% to 4.9%
less than 0%
Green
Green
Green
Green
Yellow
Red
Red
Green
Green
Green
Green
Yellow
Red
Red
Red
Yellow
Yellow
Green
Green
Yellow
Red
Red
Red
Yellow
Yellow
Green
Green
Red
Red
Red
Red
Yellow
Yellow
Green
Red
Points Deducted
Red
-1.5
Yellow
0.5
Green
0
7
100%
7
Project Dashboard (continued)
Calculated Fields
 Average Task Completion Rate:
Average Tak Completion Rate:
Red
Project has a task completion rate of less than 50%
Yellow Project has a task completion rate of 50 to 59%
Green Project has a task completion rate of greater than 60%
Points Deducted
-1
-0.5
0
 Resource Over allocation
Resource Over allocation:
Yellow Project resources are over-allocated
Green Project resources are not over-allocated
Points Deducted
-0.5
0
 PMPA Score
PMPA Score:
Red
PMPA Score, equal to or less than 84%
Yellow PMPA Score, 85 to 94%
Green PMPA Score, equal to or greater than 95%
8
Points Deducted
-1
-0.5
0
8
Project Dashboard (continued)
Overall score calculation
 Every new project starts with a
total of five (5) points.
 The resulting score determines
the overall project health
indicator as follows: GREEN
equal to or greater than 3.5
and up to 5 points; YELLOW
equal to or greater than 2 and
up to 3.4 points; RED equal to
0 and up to 1.9 points
 If a project is projecting over
budget or late,then its Overall
Health will be indicated as
“RED.”
9
9
Project Dashboard (continued)
Example Project
Project Dashboard
Project Name:
Overall Health:
Status Date
September 19, 2008
Quantifiable Benefit:
GREEN
Phase:
Execute & Control
N/A
Primary Driver:
Time
Key Indicators:
Time Contingency:
5.04%
GREEN
Cost Contingency:
7.51%
GREEN
Average Task Completion Rate:
48%
RED
Overall Project Risk:
9.08
MEDIUM
Resource Over-Allocation:
Yes
YELLOW
PMPA Score
91%
Project % Duration Complete:
64%
Project % Work Complete
41%
Calendar Duration % Complete:
57%
Project Start Date:
5/7/2008
Business Group:
General
Triangle Outer Date:
12/31/2008
Triangle Inner Date:
12/19/2008
Triangle Outer Cost:
$207,500
Triangle Inner Cost:
$191,926
Executive Sponsor:
Joe Smith
Project Sponsor:
Jane Smith
Project Manager:
Tom Project
Project Consultant:
Mike Consultant
Project Details:
PLEASE CONTACT OPM FOR THE LATEST METRICS REPORT
Project Description
The purpose of the project is to complete a pilot implementation of a software package.
10
10
Vendor Scorecard

Vendor Scorecard is completed by the Project
Manager to track Vendor performance on a project.
The following data is tracked:
 Overall Vendor Performance
 Project Name
 Vendor Name (one report done for each vendor if
multiple vendors on project)
 Type of Contract
 Contract Dollar Amount
 Purpose for Vendor
 Has this Vendor been used on a previous
contract?
 Current Risk Score for Vendor portion of Risk
Matrix and Risk Level for Vendor
 Questions on Vendor Performance
 Each section contains a comment area that can be
used if needed
11
Vendor Scorecard Questions






Resource (Red, Yellow, Green, N/A – Answers)
 Is the vendor providing enough resources to get the work done?
 Are the vendor resources knowledgeable about the product?
 Is the vendor responsive to questions and requests?
 Is the vendor Project Manager performing effectively?
Performance (Yes, No, or N/A – Answers)
 Are deliverables being completed on time?
 Is the cost still in-line with the current contract?
 Is the vendor providing tasks that are essential for project success and are
they updating those tasks on timely basis?
 Is the vendor meeting quality expectations?
Issues (Taken from Issues Log – Automatically calculates Red, Yellow or
Green)
Customer Satisfaction (Yes, No, or N/A – Answers)
 Meets commitments made to Stakeholders?
 Is the Project Manager satisfied with the vendor?
 Is the Project Team satisfied with the vendor?
Escalation (Yes, No – Answers)
 Have you had to escalate any issues to the vendor’s management?
 If yes, were the issues resolved as expected?
Vendor Milestones (Green or Red based on if Milestone is completed on
time)
 Updated from metrics report
12
Vendor Performance Scorecard
Yellow
Overall Vendor Performance
Project Name:
ABC Project
Vendor Name:
Ucandoit Corporation
Type of Contract:
Purpose for Vendor:
Time and Materials
$2,568,235
Contract Dollar Amount:
To install a very important system for the company
No
Has this Vendor been used on a previous contract?
Current Risk score (Vendor)
Score
9.5
Risk Level
MEDIUM
Resource
Is the vendor providing enough resources to get the work done?
Are the vendor resources knowledgeable about the product?
Is the vendor responsive to questions and requests?
Is the vendor Project Manager performing effectively?
Overall Resource Indicator:
Example of
Vendor
Scorecard
(Page 1)
Green
Yellow
Red
Green
Red/Yellow/Green or N/A
Red/Yellow/Green or N/A
Red/Yellow/Green or N/A
Red/Yellow/Green or N/A
Yes
Yes
Yes/No or N/A
Yes/No or N/A
Yellow
Comments on Resource Section
Performance
Are deliverables being completed on time?
Is the cost still in-line with the current contract?
Is the vendor providing tasks that are essential for project success and are they updating
those tasks on a timely basis?
Is the vendor meeting Alliant Energy's quality expectations?
No
Yes
Yes/No or N/A
Yes/No or N/A
20
2
10%
Total Issues
Vendor Issues
Calculated
Yellow
Overall Performance Indicator:
Comments on Performance
Issues
Number of open issues on the issue log:
Number of issues that are vendor related:
Percent of issues related to vendor:
Overall Issues Indicator:
Green
Comments on Issues
13
Customer Satisfaction
Meets commitments made to Alliant Energy Stakeholders?
Is the Project Manager satisfied with the vendor?
Is the Project Team satisfied with the vendor?
Yes
Yes
No
Yes/No or N/A
Yes/No or N/A
Yes/No or N/A
Yes
Yes
Yes/No
Yes/No
Yellow
Overall Customer Satisfaction Indicator:
Comments on Customer Satisifaction
Escalation
Have you had to escalate any issues to the vendor's management?
If yes, were the issues resolved as expected?
Overall Escalation Indicator:
Example of
Vendor
Scorecard
(Page 2)
Yellow
Comments on Escalation
Vendor Milestones
UID
1
2
3
4
5
Milestone Name
Vendor Milestone 1
Vendor Milestone 2
Vendor Milestone 3
Vendor Milestone 4
Vendor Milestone 5
T.I Date
27-Oct-08
15-Mar-09
23-Apr-09
2-Sep-09
2-Jul-09
Overall Milestone Indicator:
T.O Date
22-Jan-09
10-Feb-09
9-May-09
1-Sep-09
23-Sep-09
% Complete
Difference (in
days)
100%
100%
0%
0%
0%
87
-33
16
-1
83
Indicator
Green
Red
Green
Red
Green
Red
Comments on Vendor Milestones
Yellow
14
Project Change Management Dashboard
Project Change Management Dashboard
Project Name:
Status Date:
ABC Project
5-Jun-09
Overall Change Management Status
1
Are the business units that will own and support the technology or integrated system aware change is coming?
2
Have the following questions been answered for each of the stakeholders?
1) why is this change happening
2) what's in it for me
3) what are the risks of not changing
4) what are organizational benefits
3
Yellow
No
YELLOW
Started
Are the business units that will own and support the technology or integrated system aware of the on-going operational support
needs once the project is implemented?
Yes
Started
4
Has management of the business units been involved in the project's development?
5
Have the technology end-users been involved in the project's development, including requirements definition, vendor selection,
prototype evaluation, testing, etc.?
No
Started
6
Do the business units have the required staff to operate and support the technology or integrated system?
7
Have training programs dealing with all required aspects of the technology and on-going support been identified and developed?
No
GREEN
YELLOW
RED
YELLOW
RED
Yes
GREEN
Started
YELLOW
Have the business units budgeted funds required to support the on-going operation?
No
RED
Have the change management tasks required to transition the project to operations been defined and are they included in the
project schedule?
Yes
Has the impact of changes to the workflow processes been evaluated, defined and explained to all who may be impacted by the
change?
No
8
Have training dates, funding and trainers been identified and scheduled?
9
Has the business units' staff been trained to operate and support the technology or integrated system?
10
11
12
RED
13
Does the communications plan include change management aspects related to the project or system being implemented?
14
Are the business units willing to take on the operation and on-going support of the technology or system?
15
GREEN
RED
Started
YELLOW
Yes
GREEN
Metrics Report
The metrics report is ran by using a macro that exports a
Microsoft Project schedule to a Crystal Reporting engine that
then exports the following information to Microsoft Excel.
Metrics completed in categories:
 Project Plan Summary
 Date Summary/Task Summary
 Tracking Milestones
 Cost Summary/% Completion Rate
 Miscellaneous
 Comments
 Audit Summary
 Metrics Summary
 Project Plan Audit
 Project Plan Metrics
16
16
Metrics Report (continued)
Project Plan Summary
Project Plan Summary:
Date Prepared:
Project:
OPM Project ID:
Project Manager:
Project Sponsor:
Scheduled Status Date:
Report Completed By:
Report Reviewed By:
17
22-Sep-08
Test Project
200804
Joe Smith
Jane Smith
19-Sep-08
Bob Smith
Jackie Smith
Last Status Date:
Current Status Date:
05-Sep-08
19-Sep-08
Difference:
Next Status Date (estimated):
03-Oct-08
Difference:
Next Meeting Date:
08-Oct-08
17
14 days
14 days
Metrics Report (continued)
Date/Task Summary
Date Summary:
Baseline Finish Date:
Triangle Inner Date:
Triangle Outer Date:
Time Contingency:
18
Task Summary:
30-Jan-09
19-Dec-08
31-Dec-08
12 days
Total Number of Tasks:
Total Remaining Tasks:
Total Remaining Hours:
Previous Total Remaining Hours:
18
152
79
1,373
1,462
Metrics Report (continued)
Tracking Milestones
 List of Milestones set by Project Manager
 Fields Tracked include the following:
 Task Name
 Triangle Inner Date
 Triangle Outer Date
 % Complete
 Difference in weeks
19
19
Metrics Report (continued)
Cost Summary/% Completion Rate
Cost Summary:
Triangle Inner Cost:
Triangle Outer Cost:
Cost Contingency:
20
% Completion Rate:
$4,208,539
$4,547,518
$338,979
Project Duration % Complete:
Project Work % Complete:
Calendar Duration % Complete:
% Budget Consumed:
91%
84%
66%
68%
20
Metrics Report (continued)
Miscellaneous
 # Scope Change Requests
 Approved changes to scope on the project
 PMPA Score
 Internal score used to gauge strength of schedule
 CSAT (Customer Satisfaction) Score
 Currently in progress to determine best way to capture
metric
Miscellaneous:
# Scope Change Requests:
PMPA Score:
CSAT Score:
21
N/A
N/A
21
Metrics Report (continued)
Comments
 Used to comment on changes that may need to be made to
schedule
 Used to relay information regarding schedule and metrics
report
22
22
Metrics Report (continued)
Audit Summary
Audit Summary:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
23
Tasks with remaining duration greater than 10 days:
One start and one finish task?
Tasks with no predecessors:
Tasks with no successors:
Critical Path (number of tasks and percentage):
Constraints:
Tasks with negative slack:
Activities with actual dates in the future:
Tasks not re-scheduled:
Resource over-allocation:
Cost model applied:
Standard settings applied (date checked):
0
Yes
1
1
33
0
0
0
0
Yes
Yes
Yes
23
42%
28-Jul-08
Metrics Report (continued)
Metrics Summary
Metrics Summary:
1. Tasks scheduled for completion by the current status date:
2. Tasks scheduled for completion by the current status date and actually completed:
3. Tasks scheduled for completion by the current status date that were deleted:
4. Late Tasks:
5. Tasks completed prior to the previous status date, but reported late:
6. Total tasks deleted:
7. Total tasks added:
8. Grand total of tasks completed since the last status date:
9. Percent complete ( #2 / ( #1 - #5 ) ):
10. Tasks scheduled to be completed during the next period:
24
24
13
2
6
5
0
18
12
7
15%
26
Metrics Report (continued)
Project Plan Audit
 Displays activities that are on the Critical Path
Project Plan Metrics
 Displays following activities:
 Tasks scheduled for completion by the current status date
 Tasks scheduled for completion by the current status date and
actually completed
 Tasks scheduled for completion by the current status date that
were deleted
 Late tasks
 Total tasks deleted
 Total tasks added
 Grand total of tasks completed since last status date
 Tasks scheduled to be completed during next period
25
25
8/ 200
11 8
/
9/ 200
11 8
10 /20
/1 08
1
11 /20
/1 08
1
12 /20
/1 08
1/
1/ 200
11 8
/
2/ 200
11 9
3/ /20
11 09
/
4/ 200
11 9
/
5/ 200
11 9
/
6/ 200
11 9
/
7/ 200
11 9
/
8/ 200
11 9
/
9/ 200
11 9
10 /20
/1 09
1
11 /20
/1 09
12 1/20
/1 09
1/
1/ 200
11 9
/
2/ 201
11 0
3/ /20
11 10
/
4/ 201
11 0
/
5/ 201
11 0
/
6/ 201
11 0
7/ /201
11 0
/
8/ 201
11 0
/
9/ 201
11 0
10 /20
/1 10
1
11 /20
/1 10
12 1/20
/1 10
1/
1/ 201
11 0
/
2/ 201
11 1
3/ /20
11 11
/
4/ 201
11 1
5/ /201
11 1
/
6/ 201
11 1
7/ /201
11 1
/
8/ 201
11 1
/2
01
1
11
/
7/
6/
12
/2
6/ 009
24
/2
7/ 009
10
/2
7/ 009
24
/2
0
8/ 09
5/
2
8/ 009
24
/2
0
9/ 09
4/
2
9/ 009
18
/2
10 009
/2
/
10 200
9
/1
6/
10 200
9
/3
0/
11 200
9
/1
3/
11 200
9
/3
0/
12 200
9
/1
1/
12 200
9
/3
1/
20
0
1/
15 9
/2
0
1
1/
29 0
/2
0
1
2/
12 0
/2
2/ 010
26
/2
3/ 010
12
/2
3/ 010
26
/2
0
4/ 10
9/
20
1
4/
23 0
/2
01
0
5/
6/
2
5/ 010
21
/2
01
0
Number of Tasks
Task Graphs
Task Completion History Graph
60
50
40
30
20
10
0
160%
140%
120%
100%
80%
60%
40%
20%
0%
1800
1200
800
600
400
200
Tasks
Total Closed
Linear (Tasks)
26
Scheduled
Completed
% Complete
Total %
Complete
Status Date
Forecasted Project Completion Date
T.O. Finish
Date 8/31/11
1600
1400
T.I. Finish Date
4/13/11
1000
Forecasted
Project
Completion
Date
Approximately
11/15/10
0
Linear (Total Closed)
Task Completion History Graphs
 Task Completion History Graphs
 Shows the Task completion rate by reporting period
Status Date
Scheduled
Completed
12-Jun-09
24-Jun-09
10-Jul-09
24-Jul-09
05-Aug-09
24-Aug-09
04-Sep-09
18-Sep-09
02-Oct-09
16-Oct-09
30-Oct-09
13-Nov-09
30-Nov-09
11-Dec-09
31-Dec-09
15-Jan-10
29-Jan-10
12-Feb-10
26-Feb-10
12-Mar-10
26-Mar-10
09-Apr-10
23-Apr-10
06-May-10
21-May-10
Total:
15
20
25
30
22
31
30
40
33
21
25
50
31
23
26
26
50
45
47
26
24
23
31
18
12
1153
14
18
16
14
17
12
19
26
26
15
21
31
20
16
14
14
19
32
36
18
16
22
27
11
11
756
% Complete
93%
90%
64%
47%
77%
39%
63%
65%
79%
71%
84%
62%
65%
70%
54%
54%
38%
71%
77%
69%
67%
96%
87%
61%
92%
67% Average
Total Tasks
Completed
14
19
26
34
24
14
27
33
36
26
34
34
24
21
16
20
22
35
39
19
20
26
28
15
18
965
Total %
Complete
93%
95%
104%
113%
109%
45%
90%
83%
109%
124%
136%
68%
77%
91%
62%
77%
44%
78%
83%
73%
83%
113%
90%
83%
150%
87% Average
27
Forecasted Project Completion Date
 Calculates Approximate finish date based on tasks being
completed every reporting period
 Uses trend lines for analysis
Tasks
Tasks Remaining
Total Closed
1/15/2010 1/29/2010 2/12/2010 2/26/2010 3/12/2010 3/26/2010 4/9/2010 4/23/2010 5/7/2010 5/21/2010
1051
1054
1073
1092
1100
1103
1107
1108
1115
1125
285
265
249
225
214
197
176
149
141
133
766
789
824
867
886
906
931
959
974
992
28
Project Performance Graphs
Time & Cost Contingency
Percent Complete
Cost Contingency
% Duration Complete
% Calendar Duration Complete
Cost Contingency
01
0
01
0
8/
2
5/
01
0
8/
2
4/
01
0
9/
2
7/
2
2/
3/
9
01
0
8/
2
1/
9
/2
00
12
/9
09
11
/9
/2
00
9
10
/1
Status Date
Current Period Time & Cost Contingency
10%
0/
20
9
9/
10
/
20
0
9
8/
11
/
20
0
9
20
0
7/
6/
12
/
20
0
0
0
24
/
5/
Status Date
Time Contingency
% Work Complete
% Budget Consumed
100%
75%
50%
25%
0%
20
1
0
4/
24
/
20
1
0
3/
25
/
20
1
0
2/
23
/
20
1
09
20
1
24
/
1/
09
5/
20
12
/2
11
/2
5/
20
09
9
10
/2
6/
20
9
9/
26
/
20
0
9
8/
27
/
20
0
9
20
0
7/
28
/
20
0
28
/
6/
5/
29
/
20
0
9
% Complete
16%
14%
12%
10%
8%
6%
4%
2%
0%
12
/
% Contingency
Time Contingency
8%
% Duration Complete
Current Period Percent Complete
91%
% Work Complete
66%
% Budget Consumed
% Calendar Duration Complete
Time vs. Work
29
84%
68%
Time & Cost Contingency
Time & Cost Contingency
Cost Contingency
0
0
5/
24
/
20
1
0
4/
24
/
20
1
0
3/
25
/
20
1
0
20
1
20
1
2/
23
/
09
1/
24
/
09
5/
20
12
/2
11
/2
5/
20
09
9
6/
20
10
/2
20
0
9
9/
26
/
20
0
9
20
0
8/
27
/
20
0
7/
28
/
20
0
6/
28
/
5/
29
/
9
16%
14%
12%
10%
8%
6%
4%
2%
0%
9
% Contingency
Time Contingency
Status Date
Current Period Time & Cost Contingency
Time Contingency
10%
Cost Contingency
8%
 Contingency is the difference
between the Triangle Inner
Date/Cost and Triangle Outer
Date/Cost
 Graph shows contingency history
by reporting period
Status Date
29-May-09
12-Jun-09
26-Jun-09
10-Jul-09
24-Jul-09
07-Aug-09
24-Aug-09
04-Sep-09
18-Sep-09
02-Oct-09
16-Oct-09
30-Oct-09
13-Nov-09
30-Nov-09
11-Dec-09
31-Dec-09
15-Jan-10
29-Jan-10
12-Feb-10
26-Feb-10
12-Mar-10
26-Mar-10
09-Apr-10
23-Apr-10
06-May-10
21-May-10
Time
Cost
Contingency Contingency
11%
11%
11%
11%
13%
13%
13%
13%
13%
13%
13%
9%
13%
14%
12%
14%
13%
11%
12%
7%
10%
11%
14%
11%
14%
10%
13%
9%
14%
9%
14%
9%
13%
10%
15%
9%
9%
10%
9%
9%
10%
6%
10%
6%
10%
6%
10%
9%
5%
8%
10%
8%
30
Percent Complete
Percent Complete
% Work Complete
% Budget Consumed
01
0
8/
2
01
0
5/
8/
2
01
0
4/
3/
9/
2
01
0
2/
7/
2
01
0
9
8/
2
1/
/2
00
9
/2
00
12
/9
11
/9
09
9
0/
20
10
/1
20
0
9
10
/
9/
20
0
11
/
8/
20
0
20
0
12
/
7/
12
/
6/
9
100%
75%
50%
25%
0%
9
% Complete
% Duration Complete
% Calendar Duration Complete
Status Date
Current Period Percent Complete
91%
% Work Complete
% Calendar Duration Complete
66%
% Budget Consumed
% Duration Complete
84%
68%
Status Date
12-Jun-09
26-Jun-09
10-Jul-09
24-Jul-09
07-Aug-09
24-Aug-09
04-Sep-09
18-Sep-09
02-Oct-09
16-Oct-09
30-Oct-09
13-Nov-09
30-Nov-09
11-Dec-09
31-Dec-09
15-Jan-10
29-Jan-10
12-Feb-10
26-Feb-10
12-Mar-10
26-Mar-10
09-Apr-10
23-Apr-10
06-May-10
21-May-10
% Duration
Complete
51%
55%
57%
58%
59%
61%
64%
65%
69%
70%
74%
76%
78%
79%
81%
81%
84%
85%
85%
86%
86%
89%
90%
91%
91%
% Work
Complete
41%
43%
47%
52%
53%
55%
55%
56%
59%
63%
66%
68%
70%
70%
72%
71%
74%
74%
75%
80%
81%
84%
85%
86%
94%
31
% Calendar
Duration
Complete
40%
41%
43%
44%
44%
46%
47%
48%
49%
50%
51%
52%
53%
54%
55%
56%
57%
58%
59%
61%
62%
63%
64%
65%
66%
% Budget
Consumed
Note:
142 thr
45%
45%
47%
47%
49%
53%
53%
53%
54%
56%
57%
59%
58%
59%
59%
61%
62%
62%
63%
65%
67%
68%
Time vs. Work
•Graph is created in Microsoft Project using Analyze Timescaled Data in
Excel… Add in.
•Graphs work to be completed over the length of the project.
32
6/27/2010 - 7/3/2010
80%
40
32
0
0
98%
40
39
0
0
50%
40
20
0
0
60%
40
24
0
0
120% 180%
40
40
48
72
0
0
0
0
Shepard;Noah
**Percent Allocation
*Capacity
Never Ending Project
Best Project Ever
Functional & Administrative Work
78% 78% 78% 78% 78% 78%
8
24
32
24
24
40
0
0
0
0
0
0
0
0
0
0
0
0
6.27 18.82 25.09 18.82 18.82 31.36
78%
40
0
0
31.36
78%
10
0
0
7.84
Harrell;Graham
**Percent Allocation
*Capacity
ABC Project
Maintenance Project
0%
8
0
0
0%
40
0
0
46%
32
14.82
0
10%
40
3.9
0
23%
40
3.04
6
120%
40
48
0
136%
40
54.36
0
112% 68%
40
40
44.3 26.67
0.47 0.67
Masthay;Tim
**Percent Allocation
*Capacity
XYZ Project
ABC Project
Functional & Administrative Work
25%
8
2.01
0
0
12%
40
4.64
0
0
0%
32
0
0
0
7%
24
1.67
0
0
0%
40
0
0
0
0%
40
0
0
0
0%
32
0
0
0
Bryan;Chris
**Percent Allocation
*Capacity
Team Functional & Administrative Work
ABC Project
101% 100% 100% 100% 100% 100%
8
40
32
40
40
40
8.04 40.19 32.15 40.19 40.19 40.19
0
0
0
0
0
0
33
103%
40
41.08
0
0%
40
0
0
0
8/8/2010 - 8/14/2010
6/20/2010 - 6/26/2010
0%
32
0
0
0
8/1/2010 - 8/7/2010
6/13/2010 - 6/19/2010
18%
40
7
0
0
7/25/2010 - 7/31/2010
6/6/2010 - 6/12/2010
0%
8
0
0
0
7/18/2010 - 7/24/2010
5/30/2010 - 6/5/2010
**Percent Allocation
*Capacity
Project 123
ABC Project
Best Project Ever
Name
7/11/2010 - 7/17/2010
5/23/2010 - 5/29/2010
Crosby;Mason
Resource
7/4/2010 - 7/10/2010
5/21/2010 - 5/22/2010
Resource Allocation
80%
40
32
0
0
0%
40
0
0
0
40%
40
16
0
0
0%
40
0
0
0
78% 78% 78% 78% 78%
40
28
40
40
40
0
0
0
0
0
0
0
0
0
0
31.36 21.95 31.36 31.36 31.36
0%
40
0
0
0
1%
40
0
0.47
0%
40
0
0
11%
40
4.53
0
85%
40
28
6
0%
32
0
0
0
0%
40
0
0
0
0%
40
0
0
0
0%
40
0
0
0
106% 106% 106% 112% 153% 109%
40
40
40
40
40
40
42.41 42.41 42.41 42.41 42.41 42.41
0
0
0
2.37 18.6
1.2
6/20/2010 - 6/26/2010
6/27/2010 - 7/3/2010
0%
32
0
0
0
80%
40
32
0
0
98%
40
39
0
0
50%
40
20
0
0
60%
40
24
0
0
120% 180%
40
40
48
72
0
0
0
0
Shepard;Noah
**Percent Allocation
*Capacity
Never Ending Project
Best Project Ever
Functional & Administrative Work
78% 78% 78% 78% 78% 78%
8
24
32
24
24
40
0
0
0
0
0
0
0
0
0
0
0
0
6.27 18.82 25.09 18.82 18.82 31.36
78%
40
0
0
31.36
78%
10
0
0
7.84
Harrell;Graham
**Percent Allocation
*Capacity
ABC Project
Maintenance Project
112% 68%
40
40
44.3 26.67
0.47 0.67
Resource
Name
Capacity
0% (Includes
0%
46% Vacation
10% 23% 120%
8
40
32
40
40
40
and
Holidays)
0
0
14.82 3.9
3.04
48
0
0
0
0
6
0
136%
40
54.36
0
12%
40
4.64
0
0
0%
32
0
0
0
7%
24
1.67
0
0
0%
40
0
0
0
0%
40
0
0
0
0%
32
0
0
0
Masthay;Tim
**Percent Allocation
*Capacity
XYZ Project
ABC Project
Functional & Administrative Work
25%
8
2.01
0
0
Bryan;Chris
**Percent Allocation
*Capacity
Team Functional & Administrative Work
ABC Project
101% 100% 100% 100% 100% 100%
8
40
32
40
40
40
8.04 40.19 32.15 40.19 40.19 40.19
0
0
0
0
0
0
Shows all projects that
resource is assigned to
103%
40
41.08
0
0%
40
0
0
0
8/8/2010 - 8/14/2010
6/13/2010 - 6/19/2010
18%
40
7
0
0
8/1/2010 - 8/7/2010
6/6/2010 - 6/12/2010
0%
8
0
0
0
7/25/2010 - 7/31/2010
5/30/2010 - 6/5/2010
**Percent Allocation
*Capacity
Project 123
ABC Project
Best Project Ever
Name
7/18/2010 - 7/24/2010
5/23/2010 - 5/29/2010
Crosby;Mason
Resource
7/4/2010 - 7/10/2010
5/21/2010 - 5/22/2010
Shows Percent of
Allocation by
Week
7/11/2010 - 7/17/2010
Resource Allocation
80%
40
32
0
0
0%
40
0
0
0
40%
40
16
0
0
0%
40
0
0
0
78% 78% 78% 78% 78%
40
28
40
40
40
0
0
0
0
0
0
0
0
0
0
31.36 21.95 31.36 31.36 31.36
0%
40
0
0
0
1%
40
0
0.47
0%
40
0
0
11%
40
4.53
0
85%
40
28
6
0%
32
0
0
0
0%
40
0
0
0
0%
40
0
0
0
0%
40
0
0
0
106% 106% 106% 112% 153% 109%
40
40
40
40
40
40
42.41 42.41 42.41 42.41 42.41 42.41
0
0
0
2.37 18.6
1.2
Data is taken from Project Server 2007 – Resource Center
and downloaded to Microsoft Excel.
Macro is then ran to format data and add color, format, etc.
34
Resource Non-Working Time
Date
06/06/10 - 06/12/10
06/06/10 - 06/12/10
06/13/10 - 06/19/10
06/20/10 - 06/26/10
06/27/10 - 07/03/10
06/27/10 - 07/03/10
07/04/10 - 07/10/10
07/18/10 - 07/24/10
07/18/10 - 07/24/10
08/08/10 - 08/14/10
08/15/10 - 08/21/10
08/29/10 - 09/04/10
Resource
Jones;Khalil
Williams;Patrick
Peprah;Charlie
Peprah;Charlie
Jones;Khalil
Peprah;Charlie
Peprah;Charlie
Jones;Khalil
Williams;Patrick
Williams;Patrick
Williams;Patrick
Jones;Khalil
Monday Tuesday Wednesday Thursday Friday Total
8
8
16
8
8
8
8
32
8
8
8
8
8
40
8
8
8
8
8
40
8
8
8
8
8
8
8
40
8
8
8
24
8
8
8
8
8
24
8
8
8
24
8
8
8
8
8
40
8
8
16
• Resource Enters Non-Working time into Microsoft Outlook
Add-In
• Time is placed in MS Outlook calendar and also placed into
MS Project Server
• Resource Calendar impacts project schedule
• Report allows PM to see scheduled time off for team
35
Triangle and Benefit Summary
Triangle Outer and Triangle Inner information
 Cost broken out by year and summed
 Scope – Must have and nice to have
 Explanation of benefits
36
36
Matrix Types
Risk Matrix
 Updated weekly
 Projects categorized as High, Medium or Low risk
 Following categories are used:
 Technical, Quality & Performance
 Project Management
 Organizational
 Vendor
 Other External
Header of Risk Matrix
Quantify the Risk
Effect
Risk Type
37
#
Risk Event Description and Resulting Effect
(Impact on Time, Cost,
Quality, Benefit,
Customer Satisfaction)
Overall Risk
Probability Impact
(1-5)
(1-5)
(Calculated)
<= 5: LOW
6-10: MED
> 10: HIGH
Risk Detection
37
Resp.
Risk Response
Strategy
(Mitigate,
Transfer,
Avoid, Accept)
Matrix Types (continued)
Issues Matrix
 Used to track issues on the project
Header of Issue Matrix
#
Description of Issue
Requested by
Priority Impact
Status
Due Date
Responsibility
Resolution History
Date
Resolved
Communications Matrix
 Used to track needed communications relevant to
project
Header of Communications Matrix
#
38
Audience
(Individual or Group)
Communication
Description
Purpose
Vehicle
Frequency
Target
Completion
Date
38
Status
Resp.
Notes
Matrix Types (continued)
Decision Matrix
 Used to track decisions made by project team or
decisions that affect the project
Header of Decision Matrix
#
Decision
Description
Decision Makers
Date
Training Matrix
 Used to track training needs for the project
 Each project can develop and maintain their own
training plan
39
39
Portfolio Dashboard
OPM Projects Dashboard
Updated as of September 18, 2008
Project Name (Hyperlink to
Project Dashboard)
Calendar Duration %
Complete
Overall Project
Status
Project A
24%
YELLOW
Project B
95%
RED
Project C
28%
GREEN
Project D
53%
GREEN
Legend
The overall health of a project is indicated by the colors:
RED
YELLOW
Project E
135%
RED
Project F
88%
RED
Project G
84%
RED
Project H
65%
GREEN
Project I
57%
RED
Project J
57%
GREEN
Project K
71%
GREEN
Project L
indicates the project sponsor, executives and others may need to intervene
to get the project back on track if that is possible
indicates that the project sponsor and others should investigate the
reason(s) for concern
indicates that the overall health of the project at this time appears to be
GREEN good, but it is merely an indicator and, of course, the health of a project
could change as the project progresses
The dashboard data is as good as the project data compiled to create it. Every effort is
made to ensure accurate and timely data, and exceptions could exist. In this event,
OPM maintains the right to adjust dashboard health indicators as appropriate. T
Projects will remain on the Dashboard for 1 month after their completion.
Insufficient data to determine overall health
The overall health of a project is indicated by the colors:
RED
40
indicates the project sponsor, executives and others may need to intervene to
get the project back on track if that is possible
indicates that the project sponsor and others should investigate the reason(s)
YELLOW
for concern
40
Examples
 Examples of metrics reports are
available as a hard copy here today
 If you are interested in receiving a soft
copy please email
philipbraun@alliantenergy.com
41