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Unformatted text preview: s can be obtained by clicking on the appropriate buttons on Modern Project's Main Menu. Figure 3- 7 shows the Progress Transaction Listing and Figure 3-8 shows the Status Report. The Progress Transaction Listing is self-explanatory, but the importance of the Status Report warrants some discussion. The Status Report is actually one of the performance reports, because it includes the earned man-hours for each package and each task on the report. The concept of earned man-hours is explained in the next chapter. What is important to notice now is that the Status Report calculates the percent complete for each control package listed on the report. Each of the percents complete for the packages is, as you will recall, a weighted percent complete. This is the report that calculates all the weighted percents complete for you at all summary levels of the WBS. In other words, this is Page 84 Figure 3-7. Progress Transaction Listing. the report that tells you what the progress is for all the control packages. You entered progress information only for the tasks. This report calculates them for you at the package levels of the WBS. Another interesting thing to notice is that the Qty to Date column of the report gives you an approximation of the actual quantities completed for each control package on the report. It does this by multiplying the percent complete for the package by the Control Quantity Budget for the package. These two progress figures, the percent complete and the quantity to date, give the project manager a sense of the real progress on each package. 3.5— Scientific Forecasting Once work on a project is under way, the work may not progress as planned on each work package. In this section we assume that it has been determined that work is not progressing as planned on one or more work packages. There are three (and only three) reasons why work does not progress as planned: TE
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Figure 3-8. Status Report. Page 86 • Changes in the scope of the work • Quantification deviations • Productivity deviations It may not be immediately apparent to the reader that these are the only three possibilities. However, a close inspection of the definitions of these terms that will now be given should convince the reader that there are no other possibilities. Changes in the scope of the work are redefinitions of the original requirements. They can be introduced by the client, by project management, or by those executing the work. Their basis can range from a change in policy or operating philosophy to the discovery of a better design alternative, to the change by the client of the original requirements. For instance, in the example project, the client could decide to change the requirement to a 6,000-square-foot building, instead of the original 5,000-square-foot building. Regardless of who originates a change in the scope of work, the change must be agreed to by the client and by project management. Such an agreement usually results in a change to the cont...
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- Spring '10