The Quality Metric Suggestions
10. Project Communications Management: A subset of project management that includes the processes required to ensure timely and appropriate generation, collection, dissemination,
storage, and ultimate disposition of project information. It consists of:
10.1 Communications planning—determining the information and communications needs of the stakeholders: who needs what information, when will they need it, and how will it be given to them. Process output is communications management plan.
Criteria Metric Accuracy,
Completeness, Clarity
Usability
• Breakdown of communication: 1) Raw no. of breakdowns, 2) delays due to breakdown in time (or cost)
• Delays of equipment, materials or personnel shows up late due to miscommunication (in raw no. of times, Cost or time of delay)
• Subjective opinions.
• Ask X no. of project people: Did you receive enough or to little information on the project (both formal and informal info.)?
10.2 Information distribution—making needed information available to project stakeholders in a timely manner. Process output includes project records.
Criteria Metric Accuracy,
Completeness, Usability
Each project personnel start to record:
• No. of documents received, but did not need (and what kind of documents).
• No. of known important documents not received or received to late, that was needed/wanted.
Project record start to record:
• Time from documents are sent to received (average, variance).
• Raw no.’s or ratio:
No. of documents distributed on project in total or for a period Average no. of project personnel on total project or for the period
• Opinion surveys on how well informal information is distributed.
10.3 Performance reporting—collecting and disseminating performance information. This includes status reporting, progress measurement, and forecasting. Process output includes performance reports and change requests.
Criteria Metric Accuracy,
Completeness, Clarity
• Measure actual versus planned performance to find if job is progressing good or bad. Performance reports = monthly billings - quantities performed in the month x original unit price.
• For segments of project, track status of change orders versus time:
No. of approved change orders No. of not approved change orders
• Similarly track status of the material submittals for project segments:
No. of sent material submittals where materials not yet is received No. of closed submittals (when materials received)
versus time. When late with preparation of submittals, makes late with order of materials. Ratio tries to measure this. With an increasing ratio, start to prepare submittals earlier.
• Start to make a curve of reported estimated profits to home office versus time during the project. If curve(estimated profits) drops towards the end of project, it might be that PM has been hiding the problems to look like he is performing good with a hope of making it up later in the project. If curve (estimated profits) go higher at end, it might be a conservative PM hiding money in case anything goes bad later in the project. If curve is about horizontal (i.e. estimated profits remain constant) during the lifetime of the project, you know that reporting has been good.
• For project, project segment or important activities, start to record and plot the following ratio:
Schedule (& budgetary) contingency allowance remaining in % Project, (project segment or activity) remaining in % versus time. If the ratio is 1,0 or bigger for a number of recordings, allowance is OK. If ratio is 1,0 and dropping with time, the project will likely run out of allowance before work is done, i.e. no allowance will remain to correct mistakes that occur later in project, which is unsatisfactory.
• For equal-sized work packages (ESWP), during project start to record cumulative ratio:
(Total No. of ESWP scheduled for completion by a given date) (Actual no. of ESWP completed correctly by that date)
versus time. If the ratio of cumulative no. of ESWP is greater than 1,0 and growing with time, the schedule will likely expire before all the work is done, an unsatisfactory outcome.
Ask for subjective opinion on the use of:
• Percentage complete: ratio of work done to{work done+work to be done}
• Earned Value Techniques. Including, earned value (budgeted cost of work performed(BCWP) as the basis for payments from the customer to the project organization, but also to see if work is proceeding overall as scheduled by comparing BCWP for a project or project element with budgeted cost of work schedule(BCWS).
10.4 Administrative closure—generating, gathering, and disseminating information to formalize phase or project completion. Process output includes project archives, formal acceptance and lessons learned.
Criteria Metric Accuracy,
Completeness, Clarity
• Status of punch list. When project is almost completed, project customer is going through a list (punch list) of things that needs to be done. Measure raw no. or ratio:
Cost spending on punch list items(or a defined last part of project) Total project cost
• Ask for subjective opinions of the quality of this process.
11. Project Risk Management: A subset of project management that includes the processes concerned with identifying, analyzing, and responding to project risk. It consists of:
11.1 Risk identification—determining which risks are likely to affect the project and
documenting the characteristics of each. Process output includes sources of risk, potential risk events and risk symptoms.
Criteria Metric Accuracy,
Completeness, Clarity
Usability
• Start to record no. of any major surprises or unforeseen risk items in the project, that was not identified during planning (and/or the resulting cost and/or time of the item)
No. of unexpected sources of risks+planning omitted sources of risk No. of sources of risks identified during planning
No. of occurred unexpected risk events+planning omitted potential events No. of risk events identified during planning
• No. of parties (organizations, functional units, groups) involved in and/or that gives input to project risk.
• Make a risk list with a probability of occurrence and estimated cost of occurrence, that is the basis of the estimated total project contingency allowance. Measure no. of risk item on the list and/or ratio:
Actual used contingency allowances Estimated use of contingency allowances
• Ask for subjective opinions of the quality of this process.
11.2 Risk quantification—evaluating risks and risk interactions to assess the range of
possible project outcomes. Process output includes opportunities to pursue -threats to respond to, and opportunities to ignore- threats to accept.
Criteria Metric Accuracy,
Completeness, Usability, Clarity
Record raw no.’s or ratios:
Actual cost and/or time of risk items occurred during project Estimated cost and/or time of risk items occurred No. of risk-related injuries or deaths during project
Average no. of project personnel
No. of lost/restricted work days due to risk occurrence Average no. of project personnel
Actual gains in money value due to occurred positive risk events Σ (Estimated prob. of occurrence x est. gain of occurrence)
Actual cost in money due to occurred negative risk events Σ (Estimated prob. of occurrence x est. cost of occurrence)
11.3 Risk response development—defining enhancement steps for opportunities and responses to threats. Process output include risk management plan, contingency plans, reserves and contractual agreements.
Criteria Metric Completeness,
Usability, Clarity
Record raw no.’s or ratio:
Σ (contingency offset to risk item/contingency used for risk item) no. of risks in question
When you start to record these numbers, you will find appropriate numbers for risk on similar projects. (see also process 11.2 and 11.1 above)
Subjective opinions. Ask project personnel:
• Were there any opportunities (risks) for the project that you did not take advantage of? (risk has both a positive and negative side)
• Were there any risks that you took where you did not sufficiently understand the consequences?
11.3 Risk response control—responding to changes in risk over the course of the project.
Process output includes corrective action and updates to risk management plan.
Criteria Metric Accuracy,
Completeness, Usability, Clarity
• Cost and/or time of waiting for risk response action to be decided/approved (divided by project cost and/or project time).
• Time from risk occurred( or action approved) to the project plan is updated.
• Is an independent, i.e. third party, control calculation on extremely
important project issues done, like e.g. an independent verification that the building will not collapse if build as planned? Yes/No.
• Ask for subjective opinions of the quality of this process.
12. Project Procurement Management: A subset of project management that includes the