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Group #7: Amir, Amit, Akshat, Naveen, Nanditha

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Group #7: Amir, Amit, Akshat, Naveen, Nanditha

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Current State:
1. Burn rate calculation is based on actual v/s planned
2. Tracking the current state of work done with the planned state.
3.

Gap/Desired State:
1. Billing to be done per work done
2. Define desired burn rate (%age)
3. inclusion of deviation in project duration (schedule) from the initial planned timeline.
4. Establishing the units-based measurement of work for work completed and that is how we contract it.
5. Define standards related to what is going to be covered (Scope of work), and it can eventually help eventually in tracking as well (processes talking)

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Sunil, Tanay, Vikash, Surendra, Balaji

Current state
What
- Planned vs Actual / Burn rate
- Admin hours and production hours
How
Utilisation sheet/logs vs Estimates and forecast, weekly forecast
Improvement
Using historical data for new projects

What
- Quality
How
- Project leads do a QC
- QA team/person run  a QA cycle on deliverable

What
- Estimate/Schedule variance

How
- Due dates maintained in a system like JIRA
- Delay and reasons for delay are communicated with relevant comments

What
- Communication
How
- More intuitive than standard
Improvement
- Standard checklist for communication on what is delivered

What
- Change management
How
- Track change request and upfront acceptance of cost and time impact
Improvement
Change rates are usually higher in other industry

What
- Cost
Improvement
- Tracking revenue loss
- 100% invoicing on order we received

What
- Skill mapping/Competency
Improvement
-

Overall improvement
- Consistency
- Framework around processes, Integration with systems/trackers
- Initial contract value, planned, actual, units, communication
PM role?
- Data quality and analysis
- Detective smoke early, anticipating escalations and handling it ahead of time

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Members
Anwesh
Neha
Siddharth
Aiswarya

Current state:
1. Ops tracker has basic forecasting wrt. Contract amount equally divided into the duration of work. This is not accurate for prediction.
2. Current quick turnaround tasks are completed before tracking in ops tracker and down into wld tracker
3. CM - PCM tracks by comparing planned vs actual at eod to inform decision and adjust project allocations for project health.
4. ASP- KPIs : meeting timeline, quality, meeting per expectation, estimate provided is reliable, project chargeable planned vs actual in sync
5. PAS- KPIs: budgeted hours vs allocation hours vs utilization hours. Overutilization vs underutilization.
6. Service level exposure of resources doesn't inform project controls and this mismatch can result in overutilization or underutilization.
7. Missing project efficiency metrics tracking

New state:
1. Heavily rely on forecasting, better insights to forecasting on resources

2. Forecasting and identifying prospective projects will help identify upcoming skillset requirements/ inform hiring
3. Quick turnaround tasks need a unique tracking mechanism perhaps bypassing Ops tracker
4. Track service level exposure for better project control and resource allocation for optimum project outcome
5. Real-time tracker

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Members: Ravi, Rajendra, Suraj, Avneet, Sanathan

Current State:
1. Cost: Burn Rate - Planned vs Actual Hours
a) Weekly Status Report (WSR): Weekly report for task description, along with planned, logged and in progress hours
2. Schedule: Delays - Estimated deliverable date vs Actual
3. Change Management: Original Contract vs Projected Contract
4. Communications: Give-Get Alignment though MOMs

Challenges:
1. Duplication of data entry for Burn Rate
2. Short term project vs Long term Project - Only able to look into the KPIs after deliverable, since turnaround is quick. Leading Indicators challenging to track
3. Changes in Priority results in entire reshuffling of schedule and resources - Consumes additional Admin time
4. Setting up the right Expectation in terms of the turnaround in terms of turnaround

New State:
1. Planning & Schedule - High Level overview and then drill down to details
2. Cost, Change Management: Burn Rate, Original vs Current vs Projected Contract visibility (Are we running over/under)
3. Schedule: Delay
4. Quality: Level of rework
5. Estimation: Consistent SOV Breakdown

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Members:

Sagar B

Pradnya P

Mohammad Atif K

Dhruvesh S

Shreyash N

Current State:

Excel Sheets for Issue Log

Excel Gantt Chart for Schedules for Short Term Services

Tracking Burn Rate using Excel & Power BI for sharing weekly Utilization w/ DPR

Discipline around filling in Trackers in a timely fashion

SSC: JIRA to log hours (For Invoicing Purposes) + Productivity Trackers

Customizations for each workgroups (Monthly Report Outs vs. Weekly Report Outs)

Current State Gaps:

Double Data Entry

Scattered Data in different Spreadsheets

Need of Dashboards

Multiple platforms for Data Entry & Management

CSF/ KPIs:

Consolidated Data, Platform for Visuals too

Automated collection of Project Info from Pipeline &/or MSR into a single platform to be used for all workgroups for a single Project.

Measures:

Productive Hours

Excluding Certain Hours like Rework & Trainings

KPIs:

Cost

Time

Quality

Risk

Communication Plan

Project CSS

Rapid Feedback (Internal)

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Group 4 - Ashwini, Vihari, Manoj, Ashish & Rachit

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Group 4 - Ashwini, Vihari, Manoj, Ashish & Rachit

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Current State: DBC& RC: Relying heavily on Opps Tracker, WLD Sheet, Invoice Sheet

Challenges:
WLD sheet is heavy so there is a local sheet which RC sheet uses for daily coordination, One person duplicates the effort to WLD sheet

Tracking changes while working within project (last minute changes)
which affects Cost, Schedule, Effort

How it helps in Project Controls:
Burn Rate: Compare the hours spent to the estimates/planned hours
Power BI Dashboard: Data from Estimate sheets & WLD Sheets

Gap: Not able to get data from Productivity Tracker for actual work done
Source for getting Actual Data: it is more on Manual basis

KPI's:
Cost: Planned Cost: Actual Cost: Invoiced Cost

Quality:
Internal: Ratio of Production quality: QC Quality (Internal rework)
External: No of bugs internally: No of bugs externally (Review Effectiveness)
Customer Satisfaction Index:
Communication

Schedule: Deliverable Schedule

Things we can start doing
1. Documenting the Behavioral expectations of the customers for the future use.
2. Track contracts (WA/CO) and type of contracts

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Group #3 Ankush, Saurabh, Monica, Aditya, Mayur

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Group #3 Ankush, Saurabh, Monica, Aditya, Mayur

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1. Current State:
Doc Mgmt team:
Admin logs, tracking production and actual hours
Tracking hours worked vs hours charged on project (Estimation accuracy)
Burn rate - biweekly / monthly

DSA team:
Uses Jira to track project & tasks, Weekly Status Reports (project level, weekly sprints)
Planner to assign Tasks between team
Actual & estimated efforts are tracked

Challenges:
Logs are scattered between projects + scopes and contract types
Tracking Scope creep

KPIs
Cost:
Estimation Accuracy - Initial ROM vs Actuals on the project (Forecast - contracted - invoiced)
Quality:
Quality of data
Communication: Project health, gauging level of collaboration, turnaround time
Schedule:
Discipline & Change management in scopes
Unanticipated efforts / not managing changes efficiently

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Group 6 (Sneha, Amol, Avisha, Akhilesh, Mandar)

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Group 6 (Sneha, Amol, Avisha, Akhilesh, Mandar)

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- Current State
- PCM - Productivity Tracker & Invoice Tracker - provides Planned vs Actual. Gap - manual data transformation - takes time and error-prone
- WBS by Task (into Productivity Tracker). Manual entry, takes time
- SSC & DSA - Jira for workload tracking, manual copy to resource tracker

- KPIs
- Complete Billing of Work Authorization Amount
- Planned vs Actual (Recovery Rate)
- Resource Utilization (external vs internal)
- Workload Tracking
- Quality
- Efficiency, Consistency of Estimations across resources

Reporting
- Month over Month variations