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Viewing and Reporting Project Status
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A key to communicating project status properly is knowing the following:
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Who needs to know the project s status, and for what purpose What format or level of detail do these people need
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The time to answer these questions is in the initial planning phase of the project. After work on the project is under way, your main communications task will be reporting project status. This can take several forms:
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Status reports that describe where the project is in terms of cost, scope, and
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schedule (the three sides of the project triangle, as described in Appendix A, A Short Course in Project Management. )
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Progress reports that document the specific accomplishments of the project team Forecasts that predict future project performance
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Where the scheduled or actual project performance differs from the baseline plan, you have variance. Variance is usually measured as time, such as days behind schedule, or as cost, such as dollars over budget. After initial project planning is complete, many project managers spend most of their time identifying, investigating, and, in many cases, responding to variance. However, before you can respond to variance, you must first identify it. That is the subject of this chapter.
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Practice Files Before you can complete the exercises in this chapter, you need to copy the book s practice files to your computer. A complete list of practice files is provided in Using the Practice Files at the beginning of this book. For each exercise that has a practice file, simply browse to where you saved the book s practice file folder. Important If you are running Microsoft Project Professional, you may need to make a onetime setting change. This helps ensure that the practice files you work with in this chapter do not affect your Project Server data. For more information, see Appendix C, Using the Practice Files if Connected to Project Server.
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Identifying Tasks that Have Slipped
When tasks start or finish earlier or later than planned, schedule variance is the result. One cause of schedule variance is delays in starting or finishing tasks. You d certainly want to know about tasks that started late or future tasks that might not start as scheduled. It s also helpful to identify completed tasks that did not start on time to try to determine why this occurred.
Identifying Tasks that Have Slipped
There are different ways to view tasks with variance, depending on the type of information you want:
Apply the Tracking Gantt view to compare tasks baseline dates graphically with
their actual or scheduled dates. (To do this, on the View tab, in the Task Views group, click the down arrow below the Gantt Chart button and then click Tracking Gantt.)
Apply the Detail Gantt view to show graphically each task s slippage from baseline.
(To do this, on the View tab, in the Task Views group, click Other Views, click More Views, and then double-click Detail Gantt.)
Apply the Variance table to a task view to see the number of days of variance for
each task s start and finish dates. (To do this, on the View tab, in the Data group, click Tables and then click Variance.)
Filter for delayed or slipping tasks with the Slipped/Late Progress, Slipping Tasks,
or Late Tasks filter. (To do this, on the View tab, in the Data group, in the Filter box, select the filter that you want to apply.)
Project Management Focus: Is Variance Ever a Good Thing
In project management, we generally look for variance that can have an adverse effect on a project, such as variance that pushes out the finish date or increases the cost of a project. However, the term variance refers to any difference between planned and actual schedule events even differences that have a helpful effect, such as an earlier finish date or a lower-than-expected cost. Should you have the good fortune of managing a project that experiences such helpful variance, the techniques described here will help you identify the beneficial variance as well as any adverse variance. Your focus as a project manager is basically the same regardless of the nature of the variance watch for it, and when it does occur, communicate it and its effects to project sponsors and other stakeholders and (if it s adverse variance) mitigate against it according to the nature of the project. In this exercise, you use views and filters to identify variance. SET UP Start Project 2010 if it s not already running.
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