Showing a red rag to a bull is rumoured as a sure way to change a docile animal into a slavering beast. But does the award of a Red RAG marker change the behaviour of your project manager or project team?
Red, amber, green (RAG) indicators are often used to portray the status of a project. Unfortunately, in many organisations it seems that the project portfolio's complement of RAG flags simply form pretty patterns on the notice board. "Oh look! Suzanne's VIP (Very Important Project) is red again! And Frank's BTB (Bet-The-Business) is going from bad to worse!" There may be a bit of jovial joshing between members of different teams when the weekly status summary is published, but after an hour or so of badinage, things proceed as usual.
A change of status really should result in distinct action and a change in behaviour. If the status is in the green in all dimensions of schedule, resources, costs, requirements, etc, then all really is OK and going to plan.
However, if the status has changed to amber (over-schedule or budget by up to 15% maybe, but still within accepted tolerances) then corrective actions should be triggered. Put a moratorium on any new Requests For Change, re-prioritise requirements, review the critical path and re-assign resources as necessary to return the project to the planned route.
If the crisis has continued to deepen, deviating from the plans by 15% or more (say) and deserving a red status flag, then something more drastic is necessary. Take additional action immediately (it is likely the project has been at status amber for some time). Get the team to work early; hold a brief stand-up progress meeting every day at 08:00; cancel vacations; call in expert support; re-plan; re-negotiate; report to the Project Board daily. But don't expect the problems to just go away! Unlike traffic controls, simply waiting rarely results in a change to the lights.
Politically
& Technically Correct ?
An article which goes beyond the political correctness
of terms like 'man hour', 'man day' and 'man month'
to investigate what they mean as a unit of measurement.
Tick, Tick, Timesheets!
With just your normal timesheets, your work breakdown structure and a spreadsheet, you too could soon have your project running under statistical process control.
Data Collection
Services for identifying, collecting and checking measurements.
Starting a Measurement Programme
A measurement programme is part of a means to an end (one or more business objectives). To deliver any benefit the objective(s) must be clearly understood first and then the measurement programme must be designed to support them.
Supporting a Measurement Programme
Once successfully started, there are various activities required to keep the measurement programme operating effectively and the results relevant.
Managing Risk (Analysis and Amelioration)
Early preventative action could mean the difference between success and failure of every project. The job is not done until all identified threats have been managed in some way.
Performance Measurement and Analysis
A range of services to help organisations determine what measures, data collection and analysis techniques are appropriate.
Contract Management
A set of processes for management of the work subcontracted to those suppliers, to ensure compliance and ameliorate the issues and risks involved.
Planning and Supplier Selection A reliable process for identfying a suitable supplier or suppliers for given packages of work. This also identifies issues or risks to the work that may be a consequence of using each supplier.
Red, amber, green (RAG) indicators are often used to portray the status of a project. Unfortunately, in many organisations it seems that the project portfolio's complement of RAG flags simply form pretty patterns on the notice board. "Oh look! Suzanne's VIP (Very Important Project) is red again! And Frank's BTB (Bet-The-Business) is going from bad to worse!" There may be a bit of jovial joshing between members of different teams when the weekly status summary is published, but after an hour or so of badinage, things proceed as usual.
A change of status really should result in distinct action and a change in behaviour. If the status is in the green in all dimensions of schedule, resources, costs, requirements, etc, then all really is OK and going to plan.
However, if the status has changed to amber (over-schedule or budget by up to 15% maybe, but still within accepted tolerances) then corrective actions should be triggered. Put a moratorium on any new Requests For Change, re-prioritise requirements, review the critical path and re-assign resources as necessary to return the project to the planned route.
If the crisis has continued to deepen, deviating from the plans by 15% or more (say) and deserving a red status flag, then something more drastic is necessary. Take additional action immediately (it is likely the project has been at status amber for some time). Get the team to work early; hold a brief stand-up progress meeting every day at 08:00; cancel vacations; call in expert support; re-plan; re-negotiate; report to the Project Board daily. But don't expect the problems to just go away! Unlike traffic controls, simply waiting rarely results in a change to the lights.
