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Track 2000
So what should we track ?
We should be tracking information that enables senior management, the project manager, team members and stakeholders to assess whether the project is on target to be successful.
A contemporary project tracking and reporting mechanism would focus on the factors of success specific to each project. However, as a general rule, the following information would be the minimum that should be monitored, tracked and reported:
- quality expectations/requirements;
- functional requirements;
- project risks;
- development and support costs [paid, unpaid and business expert costs];
- schedules - estimated and actual; and
- expected and actual benefits.
Given that this set of information should have been developed during the initial project planning and approval processes [in our group's approach, this information is included in the Project Business Case], the tracking process is a natural extension to the planning process.
More importantly, as shown in the five cases earlier, by expanding the focus of project tracking and reporting, the project manager and team can provide more useful information to senior management and stakeholders, enabling then to make more informed decisions about their projects.
Isn't that what project tracking should be all about?