Don’t Neglect the Baseline Basics
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by Ramiro Rodrigues
The baseline is a fundamental concept that still seems confusing for many project professionals. In essence, the baseline comprises initial reference data captured prior to the start of a project. This information allows the team to compare the status before and after a project to determine its impact.
Imagine you’re at a software development company and your senior leader has put you on a project to develop a system with 10 different but integrated features. You begin by trying to detail the scope, deadline, costs, risks and all other details you believe to be relevant. Once you’ve collected that information, you’ve reached the end of the planning stage
That’s the moment when the baseline is saved. With this snapshot of information, you know exactly where the project should be at any given moment in its execution. Right after that—when the project execution begins—you start to draw an actual line, which collects and displays data of what’s happening in real time.
In our example, imagine you were asked to change the planned programming language to something unfamiliar to the team, therefore changing many of the product’s features. In this scenario, our scope’s “actual line,” resources and risks will be quite different from the “baseline” that had not foreseen this change.
So, what should the project manager do? It wouldn’t be very smart to resist all changes that come up during execution—these types of shifts can be quite normal in projects. In these cases, the best thing to do is to start the planning process over and move forward. Still, the baseline will continue to serve a purpose in helping leaders identify gaps and finding the amount of effort necessary to reach project completion.
By project conclusion, another great benefit of this resource emerges: You can compare, with consistent data, the planned results versus actual results. Moreover, a comparative review of the baseline could expose weaknesses in leadership or organization. Indeed, baselines help teams capture valuable information for lessons learned and improvements that can be applied on future projects.
How do you use baselines on your projects?
Posted
by
Ramiro Rodrigues
on: December 04, 2020 07:31 AM |
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Comments (11)
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In general, all performance indicators are required to have baseline data and to be measured rigorously. Because baseline is snapshot of a project plan, used as a benchmark for comparison purposes.
A project baseline characteristically has three components viz., schedule, cost, and scope. Oft, these three baselines are separately monitored, controlled, and reported to the concerned.
However, original Baseline shouldn’t be modified if variance occurs, scope additions to the original baseline to be tracked & baseline shouldn’t be viewed only from time dimension & not track changes to SOW always a new version of baseline to be maintained.
Do you agree ?
#saaa
Very interesting., thanks for sharing.
Peter Rapin
Subject Matter Expect; Project Delivery| Independent Consultant
Ontario, Canada
In my experience the baseline concept is confusing because different people interpret its purpose differently. I agree that the baseline - be it cost, schedule or scope - should be fixed at project start. This is what we are setting out to accomplish, these are the constraints. I would go so far as to make the baseline as a condition of the project charter.
Too often the baseline is adjusted during the project so that the final deliverable will appears to be in line. Scope adjustment (change order) - new baseline; cost adjustment - new baseline; project delay - new baseline.
How many times to we hear that the project was on time and within budget, especially government jobs, only to find out the final outcome is being compared to last version of the baseline.
"How do you use baselines?"
I avoid them wherever possible. The problem with baselines (for software development when used in the manner described) is that they can only measure the accuracy of someone's prediction and are rarely a meaningful indicator of quality, value, cost-effectiveness or outcomes. Make forecasts as often as you like, but attaching any great significance to long-term predictions about technology solutions only seems to get in the way of innovation and excellence.
Peter Rapin
Subject Matter Expect; Project Delivery| Independent Consultant
Ontario, Canada
David: reminds me of a contractor who once told me "You'll know what I'll deliver and how much it will cost when I'm done. Until then leave me alone - I know what I'm doing."
Hi Peter, my sympathies with you! Did you fire him? Instead I would certainly expect to see continuous delivery of proven results throughout, regular reviews, customer collaboration and any forecasts kept up to date based on evidence, the latest available information and emerging needs. Crystal ball gazing is not something I want to rely on.
My take on baseline predictions: If you were a football team manager, would you judge the performance of the team's coach based on his ability to predict the results of games or on his ability to deliver wins, regardless of how pessimistic or optimistic his forecasts were?
Peter Rapin
Subject Matter Expect; Project Delivery| Independent Consultant
Ontario, Canada
David; in a football game time is set, resources are set, and delivery is set (baseline). The only variable is performance for which I would demand optimism.
Khai Ng.
IT PMO | IT Project Manager| TTGROUP
Hanoi, Viet Nam
"How do you use baselines?"
- When things (Scope, Time, Cost...) are approved, I set a baseline for all. I usually have more than one baseline during project execution. The latest baseline will be used as a reference to execute project
- To monitor, control, and mange things during project execution
- To look at how bad we had estimated things and use as lessons learnt for the next ones
Interesting, thanks for sharing.
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