Measuring Technical Performance example

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Measuring Technical Performance

Project manager’s triangle represents how cost, schedule, and technical factors should be aligned to achieve a sustained, coordinated effort in managing the single project. In other words, project manager’s triangle demonstrates that achieving a meaningful balance requires factual data on cost and schedule that will be used for technical performance measurement. Cost and schedule variances could be measured by subtracting actual units of measurement from planned units.

For costs, it means difference estimation between actual costs and budget, whereas schedule variance is the difference between planned and complete milestones in days or hours. Technical difference itself is more complicated due to the larger number of quantitative measurements involved in the project. Estimation of these incentivized parameters differs between projects and thus requires more complex efforts for objective evaluation.Minimal scope change and customer acceptance are other requirements important that project managers should consider apart from the triangle’s elements. Scope change, for instance, directly affects cost and schedule, which are in its turn create needs of change in technical performance.

Customer acceptance, on the other hand, requires project managers to deliver the product which fits tastes of its customer base, meaning that even if the product technically superior, it should still have meet functionality requirements expected by customers.Budgeted costs of work performed and scheduled, the actual cost of work performed, cost, schedule, and technical variances cost at completion estimates and cumulative estimates are all important in performance reporting. Objective evaluation of these variables allows balanced project management approach where technical incentives are clear and understood to project management team.

References

Kohrs, R., & Weingarten, G. (1986). MeasuringSuccessful Technical Performance: A Cost/Schedule/Technical Control System. PMI Proceedings Canada, p. …

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