Enhancing performance using a programme dashboard

Enhancing performance

using a programme

dashboard

A Programme Management SIG webinar

www.apm.org.uk/progm

Welcome & housekeeping

This webinar is being recorded

Slides available for viewing on resources

pages on APM website and ProgM

microsite

Please use the questions box to ask

questions

Programme Management SIG (ProgM)

Vision: To be recognised internationally as the

leading group for programme management,

supporting a world in which all projects succeed.

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Programme Management Conference

Equipping Programme Managers for Global

Success

10th March 2016, London

Early Bird ends 31st Jan

Sponsored by supported by

Speaker Programme

Sir John Armitt, President of the Institution of Civil

Engineers, Chair of the National Express Group and

City & Guilds, and Deputy Chair of the Berkeley

Group

Reinhard Wagner, President of IPMA

Professor Eddie Obeng, Pentacle Virtual Business

School and Professor at the School of

Entrepreneurship and Innovation, Henley Business

School

Dr Bruno Kahne, Head of Leadership Faculty at

Airbus Group Corporate University

Jonnie Jensen, founder of social business agency

Live + Social

Enhancing performance

using a programme

dashboard

Simon Springate

A Programme Management SIG webinar

www.apm.org.uk/progm

Enhancing performance using a programme dashboard

Simon Springate Project Delivery, Project Control and Project Performance for Europe

[email protected]

8 An Irreverent Guide to Project Reporting

Simon

• 20 years looking after London Undergrounds scheduling and

project control systems & tools

• Time in Qatar (Rail) and South Africa Gold Mines

• Today I provide a CH2M European focus for project

management and project control skills, standards and tools

• In the process I have worked with dozens of PMs, a few good

schedulers and a lot of ‘developing’ clients.



Introduction

This presentation is intended to share many years of

often painful experience in the design and delivery of

Dashboards for;

• Projects

• Programmes

• Enterprises

• Stakeholders

• And those who can’t describe what they want

but will “recognise it when the see it”



Hierarchy

Ne

ed

no

t

Ro

ll-u

p

Must

Roll-

up

M

ust

Ro

ll-u

p

Supplier performance

Project performance

Enterprise

performance

Programme

performance

If at any time the

Enterprise believes data

is altered between

project and them they

will start to

micro-manage



Taking a flood of data and turning into Champagne

Project &

Programme

Controls

Dates

Commitment

Milestones Risks

Assurance Cost

Documentation Change

Achievement

Forecasts

Resources

Dashboards

Focused

Interpretation

On multi axis

etc. etc. etc.

Programme Control – in essence!



Frequency – the time element of data

• There is no such thing as real time in the Project World

• Data date – the single most important piece of reporting data

• 13 Period / 4 week cycle – Typical Rail Projects

• 4/4/5 week Cycle – Tends to be Aerospace

• Monthly – when there is no imagination to recognise weeks

• Dependant on board meetings and their subsidiaries – not practicalities of

when data is available

• Question, what problems come from “last Friday in the month” as a report

date.



Basic project dashboard

Report Date:

Data Date: No: Descripton

Project Title:

AE Number:

$K AE Auth AC ForecastContract

Commit

Annual

BudgetNo: Descripton Target Date

Forecast

dateSlip

To-date 482.00 0.00 1 Project Start - Contract awarded 13/07/2013 13/07/2013 0

Jul-13 145.00 4.42 2 Complete tank and steel structure fabrication 08/04/2013 08/04/2013 0

Aug-13 93.00 0.00 3 Install Structural Steel 09/04/2013 09/04/2013 0

Sep-13 145.00 445.88 4 handover on contract deliverables 30/09/2013 01/11/2013 -32

Oct-13 135.00 4.18 5 Installations of Electrical &instrumentation works 11/04/2013 20/04/2013 -9

Nov-13 390 6 Fabrication & installation of Pipe works 20/11/2013 25/11/2013 -5

Dec-13 155 7 Commission and hand over. 30/11/2013 30/11/2013 0

Jan-14 8 0

Feb-14 9 0

Mar-14 10 0

Apr-14 11 0

May-14 12 0

Jun-14 13 0

Qtr 3 2014 14 0

Qtr 4 2014 15 0

2015 16 0

2016 17 0

Future 18 0

Totals 1,000 454 545 0 ----------- 19 0

EFC= 1,000 Variance 0.00% 20 0

Annual Cumulative Total Project

5

Milestones

2

3

4Project which started 13 July is about 80% completed. Plan completion by

November ending. Piping construction may take longer than expected due to in

house construction team labour constrain

C4092

To fabricate and install an additional backfill tank, with agitator and shaft assembly,for hydraulic fill preparation

at STP to optimise feed preparation.Description:

Name Doc control

Name

Project / Department Team

Project Contract Numbers Project Status

PM

Document

Commercial

Cost

Planner

Eng

Name

Monthly Report Proformer

Backfill Storage Tank project Construction team to work longer

period and at weekends.

Risks

Mitigation

1Piping construction may take longer than expected

due to in house construction team labour constrain

Periodic data - Not Cumulative

Name

Name

Name

12 Months

variance

30/11/2013

17/10/2013

Project Managers Forecast Project End

date

Project Managers Baseline Project End

Annual Monthly Values

-600

-500

-400

-300

-200

-100

0

100

200

300

Jul-13 Aug-13 Sep-13 Oct-13 Nov-13Dec-13 Jan-14 Feb-14 Mar-

14

Apr-14 May-

14

Jun-14 Actual Cost

Forecast

0

2,000

4,000

6,000

8,000

10,000

Jul-

13

Au

g-1

3

Sep

-13

Oct

-13

No

v-1

3

De

c-13

Jan

-14

Feb

-14

Ma

r-14

Ap

r-1

4

Ma

y-1

4

Jun

-14

AE

Actual Cost

Forecast

0

200

400

600

800

1,000

1,200

AE AC EFC



Dashboard Overload

1. PROJECT DETAILS1

Country: Ghana Asset Name 08/08/2012

2. PROJECT LEADERSHIPProject EXCO Study Sponsor: Project Manager: AGA Asset Shareholidng Share (%): 100%

Project EXCO Execute Sponsor: Project SVP Operational Sponsor: AGA Equity Share (%) : 100%

Project EXCO Commercial Sponsor: Project Asset Operational Sponsor: Is AGA the Project Manager ? Yes

Project Independent Peer Review Leader: Managing Organisation : AGA

3. HEALTH, SAFETY & ENVIRONMENT

Hours Worked No. of Medically Treated

Injuries (MTIs)

No.of Lost

Time Injuries

(LTIs)

No. of FatalitiesFatality Frequency

Rate (FFR)

No. of

Environmental

Incidents

No of

Reportable

Enviro

Incidents to

EPA

Hrs # # # Target Actual Target Actual Target Actual Target Actual # #

2,380 0 0 0 3.09 1.00 0.32 0.00 3.42 0.00 3.42 0.00 0.00 0.00 0.00

7,894 0 0 0 0 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

N/A 2 0

14.88 0

4. STUDY OPTIONS UNDER INVESTIGATION

Option No.

Post

Investment

Mine Life

Indicative NPV5

Indicative

Year 1

Production

Capacity

Indicative Post

Investment

Operational Cost

(USD$/oz)

Years USD$m k.oz/pa USD$/oz

1 11 641 260 784

2 0 0 0 0

3 0 0 0 0

4 0 0 0 0

5 0 0 0 0

5. SCHEDULE- EXPECTED STAGE GATE START DATES AT TIME OF STUDY KICKOFF 6. COST- EXPECTED STAGE GATE COSTS AT TIME OF STUDY KICKOFF

Option

No.Concept PreFeas Feasibility Execution First Gold

Full Ramp Up/

Full ProductionConcept Feasibility

Co

mm

iss

ion

ing

/ F

irs

t

Go

ld Expected Total

Installed Cost (TIC)

Expected Total

Installed Cost-

AGA Share

yyyy/mm/dd yyyy/mm/dd yyyy/mm/dd yyyy/mm/dd yyyy/mm/dd yyyy/mm/dd USD$m USD$m USD$m USD$m USD$m

1 01/07/2011 08/08/2012 00/01/1900 00/01/1900 00/01/1900 00/01/1900 0.5 6.4 10.7 130.1 130.1

2 00/01/1900 00/01/1900 00/01/1900 00/01/1900 00/01/1900 00/01/1900 0.0 0.0 0.0 0.0 0.0

3 00/01/1900 00/01/1900 00/01/1900 00/01/1900 00/01/1900 00/01/1900 0.0 0.0 0.0 0.0 0.0

4 00/01/1900 00/01/1900 00/01/1900 00/01/1900 00/01/1900 00/01/1900 0.0 0.0 0.0 0.0 0.0

5 00/01/1900 00/01/1900 00/01/1900 00/01/1900 00/01/1900 00/01/1900 0.0 0.0 0.0 0.0 0.0

7. SCHEDULE- ACTUALS TO DATE- STAGE GATE START DATES FORECAST AS AT THIS PERIODOption

No.

yyyy/mm/dd Δ Days yyyy/mm/dd Δ Days yyyy/mm/dd Δ Days yyyy/mm/dd yyyy/mm/dd Δ Days

1 01/07/2011 0 08/08/2012 0 08/07/2013 0 30/07/2015 30/09/2015 0

2 00/01/1900 0 00/01/1900 0 00/01/1900 0 00/01/1900 00/01/1900 0

3 00/01/1900 0 00/01/1900 0 00/01/1900 0 00/01/1900 00/01/1900 0

4 00/01/1900 0 00/01/1900 0 00/01/1900 0 00/01/1900 00/01/1900 0

5 00/01/1900 0 00/01/1900 0 00/01/1900 0 00/01/1900 00/01/1900 0

8. COST- ACTUALS TO DATE- COSTS PER STAGE GATE FORECAST AS AT THIS PERIODOption

No.

USD$m Δ USD$m USD$m Δ USD$m USD$m Δ USD$m USD$m

1 0.38 -0.12 5.5 0.0 6.4 0.0 10.7

2 0.00 0.00 0.0 0.0 0.0 0.0 0.0

3 0.00 0.00 0.0 0.0 0.0 0.0 0.0

4 0.00 0.00 0.0 0.0 0.0 0.0 0.0

5 0.00 0.00 0.0 0.0 0.0 0.0 0.0

9. DETAILED PROGRESS TO DATE- THIS STAGE ONLY FOR ALL OPTIONS

Expected/

BudgetedActual Actual

Forecast End

Date/ Final Cost

% Complete % Complete % Complete yyyy/mm/dd Δ Days Δ %

Recruitment/ Mobilisation- Owners Team and Study Contractor (%) : 50.0% 50.0% 100.0% 30/09/2012 0 0.0

Project Scope and Charter (%) : 100.0% 100.0% 100.0% 08/08/2012 0 0.0

HSE Management System and HSE Strategy (%) : 15.0% 15.0% 95.0% 15/09/2012 -15 0.0

Sustainability (%) : 1.8% 1.0% 20.0% 26/04/2013 156 0.4

Processing (%) : 100.0% 100.0% 100.0% 13/12/2012 0 0.0

Geology (%) : 0.0% 0.0% 0.0% 14/03/2013 0 0.0

Mining (%) : 1.6% 1.0% 6.0% 01/03/2013 -12 0.0

Legal & Commercial (%) : 1.8% 4.3% 30.0% 03/05/2013 46 0.1

Business & Financial (%) : 0.0% 0.0% 0.0% 14/03/2013 8 0.0

Operation Readiness (%) : 0.0% 0.0% 0.0% 14/03/2013 8 0.0

HRMP (%) : 3.0% 3.0% 38.8% 07/02/2013 8 0.0

Constructability Review (%) : 0.0% 0.0% 14.5% 16/01/2013 47 0.1

Operational Readiness Strategy (%) : 0.0% 0.0% 95.0% 29/01/2013 39 0.1

Study Report (%) : 0.0% 0.0% 0.0% 17/05/2013 46 0.1

External Review (%) : 0.0% 0.0% 0.0% 01/07/2013 46 0.1

Report Acceptance (%) : 0.0% 0.0% 0.0% 21/08/2013 44 0.1

FS Charter (%) : 0.0% 0.0% 0.0% 15/05/2013 0 0.0

Project Sanction (%) : 0.0% 0.0% 0.0% 30/06/2013 0 0.0

% Complete % Complete % Complete yyyy/mm/dd Days Δ %

Shared Services (%) : 1.0% 1.1% 27.0% 26/04/2013 35 0.1

Mining (%) : 2.1% 2.0% 25.8% 03/05/2013 58 0.1

Mineral Processing Plant (%) : 0.3% 1.5% 48.0% 29/01/2013 39 0.1

Balance of Plant & Infrastructure (%) : 2.0% 3.0% 48.0% 08/01/2013 39 0.1

Final Report Documentation (%) : 0.0% 0.0% 0.0% 00/01/1900 0 #DIV/0!

0.0% 0.0% 0.0% 00/01/1900 0 #DIV/0!

0.0% 0.0% 0.0% 00/01/1900 0 #DIV/0!

0.0% 0.0% 0.0% 00/01/1900 0 #DIV/0!

0.0% 0.0% 0.0% 00/01/1900 0 #DIV/0!

0.0% 0.0% 0.0% 00/01/1900 0 #DIV/0!

Project Stage Completion Including Sanctioned Approval (%): 0.0% 0.0% 0.0% 24/06/2013 -6 0.0

USD$m USD$m Δ USD$m Δ % USD$m Δ USD$m Δ % USD$m Δ USD$m Δ %

Total Capital Commitments- This Stage ($USDm) : 1.02 0.36 -0.7 -64.4 0.87 -1.3 -60.5 2.66 0.0 0.0

Total PreCommittment Capital Committed- This Stage ($USDm) : 0.00 0.00 0.0 #DIV/0! 0.0 #DIV/0! 0.00 0.0 0.0

Total Owners Team Cost- This Stage ($USDm) : 0.25 0.08 -0.2 -66.5 0.37 -0.8 -68.8 2.80 0.0 0.0

Total Expenditure- This Stage ($USDm) : 1.27 0.45 -0.8 -64.8 1.24 -2.2 -63.5 5.47 0.0 0.0

c) Package 3- Balance of Plant/ Infrastructure

11. PROJECT KEY TASKS- NEXT MONTH

c) Package 3- Balance of Plant/ Infrastructure

Concept Project Stage Start Date

Project Description: Accelerated Low Capex expansion and Detox compliance of the existing processing facility at Iduapriem, with an objective of approximately 30% increase in throughput.

AGA Continental Africa 3ONE6Monthly Growth Project Flash Report

(Growth Projects In Study -> Concept/ PreFeasibility -> Pre-Sanction)(Project Manager to Send Report in Excel to [email protected] before COB Week 1 Each Month)

Project Name: Iduapriem Expansion PFS 1 Report for Month Ending January-13

Iduapriem Current Project Gate Stage:

Roel Stausebach

Medically Treated Injury

Frquency Rate (MTIFR)

Lost Time Injury

Frequency Rate

(LTIFR)

Total Recordable Injury

Frequency Rate

(TRIFR)

All Injury Frequency

Rate (AIFR)

Ludwig Eybers Paulo Nathan

Mike Birkhead Peter Anderton

Mark Lynam Sicelo Ntuli

This Period

Project Since Start

Date of Next Contractor Mobilisation to Site (yyyy/mm/dd) : Are There Any Onground Works No No. of Weekly Team Meetings Number of PreStart/ Daily Kick Off

Total Project Manning This Month for All Owners Team, Consultants No. of Safety Audits/ Interventions Completed This Month : No of Safety Audits/ Interventions for Whole Projec 0

Option Name Indicative NPV10 Indicative IRRIndicative Plant

Throughput

CAPEX Payback Period -Post

Investment

Indicative Post Investment

Average Head Grade

g/t

Low Capex Plant Expansion 341 27 7.5 4 1.4

Text USD$m % mt/pa Years

0

0 0 0 0 0 0

0 0 0 0 0

PreFeas Execution

USD$m USD$m

5.5 107.0

0

0 0 0 0 0 0

0 0 0 0 0

0.0

Concept PreFeasibility Feasibility Execution First Gold

0.0 0.0

0.0 0.0

0.0 0.0

00/01/1900 0 0

00/01/1900 0 0

Full Ramp Up/ Full Production

yyyy/mm/dd Δ Days Δ Days

30/03/2014 0 0

Concept PreFeasibility Feasibility Execution Commissioning/ First Gold

00/01/1900 0 0

00/01/1900 0 0

107 0 0 130 130

Forecast Total Installed Cost (TIC)Total Forecast Installed Cost- AGA

Share

USD$m Δ USD$m Δ USD$m USD$m USD$m

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

Study Elements in Preparation Δ % % Complete Δ % yyyy/mm/dd

(Do not change RED Text. All other milestones may be adapted if needed.)

This Stage- Increment This Month This Stage- Cumulative Since Stage Start This Stage- Forecast To Complete

VarianceExpected/

BudgetedVariance

Planned/ Budgeted End Date/

Final CostVariance

0.0% 90.0% 5.0% 30/09/2012

-0.8% 35.0% -15.0% 21/11/2012

0.0% 100.0% 0.0% 30/09/2012

0.0% 100.0% 0.0% 08/08/2012

-0.6% 8.0% -2.0% 13/03/2013

2.5% 57.0% -27.0% 18/03/2013

0.0% 100.0% 0.0% 13/12/2012

0.0% 0.0% 0.0% 14/03/2013

0.0% 50.0% -11.2% 30/01/2013

0.0% 70.0% -55.4% 30/11/2012

0.0% 0.0% 0.0% 06/03/2013

0.0% 0.0% 0.0% 06/03/2013

0.0% 0.0% 0.0% 16/05/2013

0.0% 0.0% 0.0% 08/07/2013

0.0% 100.0% -5.0% 21/12/2012

0.0% 0.0% 0.0% 01/04/2013

Major Project Elements- This Stage Δ % % Complete Δ % yyyy/mm/dd

0.0% 0.0% 0.0% 15/05/2013

0.0% 0.0% 0.0% 30/06/2013

1.2% 74.0% -26.0% 21/12/2012

1.0% 52.0% -4.0% 30/11/2012

0.1% 41.5% -14.5% 22/03/2013

-0.1% 38.0% -12.2% 06/03/2013

0.0% 0.0% 0.0% 00/01/1900

0.0% 0.0% 0.0% 00/01/1900

0.0% 0.0% 0.0% 00/01/1900

0.0% 0.0% 0.0% 00/01/1900

0.0% 0.0% 0.0% 30/06/2013

Project Financials- This Stage USD$m USD$m

0.0% 0.0% 0.0% 00/01/1900

0.0% 0.0% 0.0% 00/01/1900

3.39 6.44

10. PROJECT HIGHLIGHTS- LAST MONTH1. Health, Safety and Environment 4. Procurement 7. Project Services: 8. Engineering/Construction

2.19 3.54

0.00 0.00

1.20 2.90

b) Package 2- Mineral ProcessingNothing to report Significant issues with contractual deliverables from Batemanhave been raised

and a formal letter detailing the reasons for rejection of specific deliverables

has been issued. A meeting has been scheduled for 10 Jan to address the

issues and develop a plan.

Note: The meeting has now been held with bateman and the deliverables are

being reworked with support from the owners team. The deliverables will be

submitted on Friday 18 Jan.

Bateman estimates for the exectution phase of the project have been reviewed and feedback

provided.

No safety incident to report Nothing to report a) Scheduling a) Package 1- MiningIndicative figures have been used in this report owing to the Christmas break but do take into account

the issues with Bateman progress. AGA have reviewed the schedule submitted by Bateman and

have provided feedback

3. Operational Readiness 6. Human Resources c) Cost Control, Doc Control, OtherNothing to Report Nothing to report Current month spend below estimate due to planned drilling for December not taking place. Accruals

made for costs not received by cut off date.

2. Geology, Exploration and Mine Planning 5. Contracts b) Cost Estimating

0 Commence procurement of long lead items following approval. a) Scheduling a) Package 1- MiningReview of Schedule for Detox execution phase from Bateman.

1. Health, Safety and Environment: 4. Procurement: 7. Project Services: 8. Engineering/Construction

3. Operational Readiness 6. Human Resources c) Cost Control, Doc Control, OtherNo work planned No work planned

2. Geology, Exploration and Mine Planning: 5. Contracts: b) Cost Estimating b) Package 2- Mineral Processing#VALUE! Continue to work with Bateman to aid successful delivery of outstanding

deliverables

AGA will work with Bateman to revise the exectution phase estimate to ensure a robust delivery on

Friday 18th Jan.

Home Page

Update Safety Graph



There is no universal dashboard

• Has to be designed to support the client priority

• Safety

• Cashflow

• Deliverables

• Risk exposure

• Rate of change

• Commentary –the critical bit



Dashboards are not a panacea



Programme Control – Its all about the data

Identified

Scope

Risk

Mitigation

Scope

WBS

Schedule Estimate Risk Register

Common Data


Key Data Considerations

• Rebuilding Programme coding is never a good idea – start early

• Remember all project tools are databases, integrate the data – not the tools

• Workshop with the delivery team and client – what is important?


Data Cubes

Ja

n

Feb

Mar Apr

May

Actual Cost

Forecast Cost

Budget

Invoiced

Earned value



Project Filters



GIS



Project Map – just more data assignments



Pick out the projects – highlight performance



Project Details



The Philosophical bit

• Why do we produce reports?

– Demonstrate to an Auditor that the project was/is under control

– To give an integrated view of the project, a “balanced scorecard” that

encourages balance between the cost, schedule, risk safety, change etc.

– Provide a discussion prompt

– Provide a drumbeat to the project



Insights on Programme Reporting

Beware the Water Melon Culture

• RAG Report (Red, Amber Green)

“It’s all Green on surface, but we know inside its all Red. So no one ever

cuts the Watermelon”

• You can’t get redder than red



And to finish, a reporting insight

• Reports are for readers (not the authors)

• They are only part of the story, they promote

the conversation

• Remember being clever means being simple

• If no-one requests you change a reports

format

– it probably isn’t being read!



Thankyou for your time

I am always happy to talk

Remember: Our development is based on a conversation, the best only

medium for sharing knowledge



Any Questions?


Programme Management Conference

Equipping Programme Managers for Global

Success

10th March 2016, London

Early Bird ends 31st Jan

Sponsored by supported by

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