Projects involving real-time project tracking tools are rarely late all at once; they are late a day at a time. Most recovery effort on tracking tools is spent on problems that were visible early. The difficulty is not agreeing that the project and portfolio delivery capability matters — it is deciding what to stop doing to make room for it. Mature organisations treat real-time project tracking tools as a standing capability rather than a project that finishes. The programme uses small-group work so that each participant's treatment of this part of project and portfolio delivery is examined, not just described. The programme takes participants through tracking tools end to end, from framing the problem to closing it out. The content is relevant to those who own real-time project tracking tools and to those who are held accountable for its results. The result is the confidence to make and defend decisions about tracking tools under scrutiny. The final module sets out how progress on the project and portfolio delivery capability will be evidenced six months later.
Expected Learning Outcomes
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Build a schedule for real-time project tracking tools with a genuine critical path and realistic durations.
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Select indicators that show whether tracking tools is improving, and reject those that only look useful.
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Establish quality acceptance criteria for the deliverables of real-time project tracking tools.
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Diagnose whether a problem in tracking tools is one of design, resourcing or discipline.
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Manage stakeholders of real-time project tracking tools according to influence and interest.
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Set acceptance criteria for tracking tools before work begins rather than after.
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Plan handover and benefit realisation for real-time project tracking tools.
