So the project plan has a baseline… what does that really mean? Is the project a moving target? Wonder how to track to the baseline? This is a brief from best practices gathered over many high profile projects.
I’m a Microsoft Project fan, and have applied the SAP ASAP methodology to SAP projects and non-SAP projects alike. The repeatable process is similar in nature to a construction project. Dig a hole, put in the rebar cages, get an inspection, pour concrete … and like construction, every build results in something entirely unique. While there may be something new and unique that needs to be accomplished in the project, it merely needs to be described and have dates in the integrated plan baselined.
Do You Agree…
First let’s agree that an establish baseline gives complete control over change in the schedule and without a baseline, the project has a spiraling schedule which is easily pushed out of control quickly. At this point, a project manager then has no control over the schedule.
Then agree that all professional project management tools provide functionality to baseline a project and (assume) there is a process to manage against this locked baseline. In addition, agree that re-baselining is a simple functionality, executed by highlighting the specific deliverables that need to be rebaselined.
I say “assume” because here in lays the problem. Even if I do understand how the tool’s functionality works, I must understand the process to utilize the baseline for monitoring purposes… usually on a weekly basis.
Baseline Methodology
I have successfully used this method using Excel and Microsoft Project. In all cases; work with the stakeholders and teams to reach agreement on the delivery dates.
Establish the project Road-map in Excel, a timeline bar chart with phases
Build out the standard plan based on deliverables, all deliverables (not tasks) appearing at the same level in the hierarchy in the WBS
Develop dependencies connecting the project from end to end
Determine the durations and most start date and finish date will fall into place.
When the road-map and the plan are in alignment, baseline the plan or phase you are working in. Often times this takes several passes to put into place. If the project is very large, it may be that only the first few phases can be clearly established and baselined
Perform the functional task of baselining the project
Now the baseline exists
Reporting Status
There are several methods for measuring against the baseline. Updating the plan is the first challenge. Use of a conditionally formatted spreadsheet with the plan information, for the team leads to provide their status works well. If something changes in the plan that needs to be reported, a spreadsheet conditionally formatted will easily show the changes in color. These are then updated in the project plan. Use of this method keeps the project plan in the control of the project manager and/or analyst, and the updates are easily managed by the team lead.
Managing the Schedule
On a weekly basis, or frequency needed, run all the reports (deliverables that are late, due this week, due next week, etc) from the Baseline Finish for the current week. When meeting with the team, accountability for the late deliverables is the primary concern. Then discussions may ensue about the upcoming deliverables. Working problems should be taken off line by the key team members needed.
Here’s the take away: just using Start and Finish dates in a project plan and allowing those to move or slip, without measuring these as dynamic fields against the static fields of Baseline Start and Baseline Finish, is not managing the schedule at all.
There are many factors playing into the method, but I can’t give away all the tips and tricks here! Please contact me at univpme@gmail.com or at the link on the tool bar if you would like more information.
