Project Dashboard for Multiple Projects

Features of the Project Dashboard for Multiple Projects

Resource Management Plan Template  The resource plan contains the following - Project Summary Project Schedule (High Level Project Timeline) Project Deliverables and High Level Work Breakdown Structure Project Resource Requirements & Assignments Resource Costs Proposed Project Team Resource Management Check List

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High Level Heat Map Template

• Hopeless = Dark Red.
• Bad = Light Red.
• Worry = Yellow.
• Good = Green.
• Great = Dark Green.

List Heat Map Template

• Green Status = Green Color.
• Amber Status = Amber Color.
• Red Status = Red Color.

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Excel Project Management Template

Why we need the Excel Project Management Template (Motivation)

• It tends to get a bit tiring when you have information spread across so many spreadsheets, and you want the latest status report or you just want to know how your project is doing. 
• It's very difficult to go to all the different spreadsheets and get the information. 
• And that is where I have designed this template with different tabs so there's one tab for schedule, one tab for budget, resources, risks, actions, change requests, and most of the things a project manager would like to track. 
• And with that it also has a dashboard which gives an overall view of the project. 
• It's easy for a project manager to find out what the problem areas are, and what should be focused on.

Features of the Excel Project Management Template

• The project manager template covers all the key aspects of project management.
• The template has schedule planning, budget tracker, resource management, risks, issues, actions, decisions and a dashboard.
• The schedule planner has Gantt Chart and Traffic Lights for task tracking. 
• Budget tracker is simple and covers 3 different types of project cost categories.
• Resources tab in the sheet can be used to track resource allocations and related costs.
• Risks, Issues, Actions, Decisions and Change Requests are lists.
• The excel template also has dashboard which gives a high level view of the all the project KPI.

About the Main Dashboard

• This is the type of dashboard that I personally would like to see when I come to the office. 
• In the morning just open this up and say this is what I want to work on, or my risks are too much or my issues are too much, and so forth. 
• So the first is the Schedule Health graph which tells you how many tasks are on track, delayed, or other tasks you should be worried about. 
• Then there's the Task Status graph, which tells you the progress of your tasks. Budget Health tells you how much was planned, how much was spent, and what is remaining from your project budget. 
• There's Resource Health which gives you a very high level view of how you are utilizing your resources. Open risks and open issues, again, are a list of risks and issues for critical, high, medium, and low. 
• Action items, change requests, and pending decisions, these numbers give you an idea of how many items are open.

Project Schedule Tracking

Project Schedule

• And moving on to the schedule tab, it has a traffic light indicator, task names, and task numbers. 
• It's pretty self-explanatory, the resource comes from the resourcing sheet. There's a predecessor column if you want to add a predecessor. 
• There's a start that you need to configure and there's a finish which is auto-calculated. It is based on start date and effort that you put in. 
• There's an effort column. There's an actual column which is the actual progress so far. So this is the data that you should get from your business analyst and anybody working on the project to note the latest progress. 
• Then there is the days planned which again is auto-calculated. So the blue fields are something that isn't auto-calculated. 
• The status is green, amber or yellow, and red. So green is when everything is good, yellow, or amber as we call it, is when it's five percent. This is the task that you should be worried about it slipping, and red is when it's already gone wrong. 


• For example, you can look here. These are one hundred percent, most of them are one hundred percent, should be one hundred percent by now but they are not and that is why most of them are flagged as red. 
• Some are based in July so they should be fine, and the 15th of June should be okay, so that's how the table works. So you can start your view at the latest time by changing this column. So you say the 1st of June it changes the timeline. 
• The blue indicator is for today, then the timeline days you can change it if you want to see the timeline for two days, you can change it for three days, or you can change it back to one. 
• I would suggest leaving it for one because that's how the template has been designed, and it works best with a timeline view of one day. 
• Another feature is that you can see some of these dates are highlighted in red, so this is to indicate that these dates fall on a weekend and you should probably look at your tasks to see if you can move the dates around.

Project Budget Tracking

Project Budget Tracking

• It's a simple spreadsheet, you have different categories here. Resource costs, software, hardware, and other costs.
•  If you want to add a cost you just type it in and the gray becomes white, and then you enter a number here and you enter a number here. 
• So that's pretty easy to use, this is a very basic but important part of the cost budget.

Project Resource Management

Resource Manager

• Resource sheet allows tracking of resource allocation, and what we're looking at here is a weekly timeline, resource name, the type of resource, what the daily rate is, and how much allocation you have. 
• And this field task comes from the schedule that you have. And then of course the cost is calculated based on the number of days and the rate. 
• There are two things to Project Resource Management. One is you do resource allocation and then you do your schedule. 
• So you do your allocation and you say, "I want this person from this date to this date," and then you have to make sure as a project manager that you are allocating enough tasks to them.
• For example, if we look at John you've had him for ninety days but you allocated the task for only fifty days. If we just go back and filter John, it's pretty clear that it's only fifty-six days. 
• So this is where you should probably go and look at his allocation and this is what the resource feed is meant to do. 
• It's meant to give you an idea of where you're not using your resources adequately and this is where the whole resource health is  also drawn from, so that gives you an idea.

Project Risks, Issues, Decisions and Change Requests

Project Issues

• Risks, issues, actions, change requests, and decisions are pretty much simple spreadsheets, so you just keep on adding them. 
• Adding items there, and the only thing I suggest you do is once you close an item you probably just move it down and keep it there for some time and then you can move it out of your list so you know what you have closed recently. 

Project Config and Data

Project Cofig and Data

• The configure section is where you configure your holidays. 
• You also have severity, priority status, risk rating, and approval. I would highly recommend not to change this because there's a lot of numbers that have been written on this and it might end up messing up the dashboard a bit. 
• But if you have to absolutely do it, you should, and then I would suggest look at changing the others. You can change the resource type or leave it as it is, but just make sure you change it across the board. 
• The data, there is nothing to be changed here, this is just some background calculations that I need for the dashboard. So that's it guys, thanks for listening, and let me know if you have questions.

Click Here To Download The Excel Project Management Template

Roadmap Template Free Download

Highlights about the Roadmap Template

• The roadmap PowerPoint template has 4 sections – the timeline which is right on the top, capabilities, features and deliverable s. 
• The timeline on the top is a table and can be modified as needed. I have it down as monthly but you can change it to quarterly or yearly as needed. 
• The capabilities part of the roadmap should capture the high level goals the product or the project is intended to achieve. In the example above we are looking at building a decision management tool so the capabilities are Decision Metaphors, Workflow, and UI Module.
• The deliverable lists has the list of outcomes that you will expect from that phase of project or product development. 


• After each capability there is indication line what will be the finished product. If you product is not usable till the end then you don't need the beta versions in between. 
• Also, note that the color of the features matches with capability to indicate which features belongs to which capability. 
• Bigger the size of the feature the greater the importance of that features. 
• In some cases it might be important to develop a feature which is part of the capability planned for later stage of the product development.

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Gantt Chart Excel Template Free Download

Features of the Gantt Chart Excel Template

1. When creating a task always copy-paste the existing tasks so that the conditional formatting also gets copied to the new task.
2. You can change the color of the Gantt by changing the conditional formatting options.

Gantt Chart Explained

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There are always times when you want to show a simple status of your portfolio of projects. This dashboard displays the status up to 8 projects and is very easy to use PPT Template.

Simple Project Portfolio Dashboard

About the Dashboard

• The dashboard is simple and based on PowerPoint so can be used to display dashboards.
• It is divided into 8 sections with each section dedicated to one project.
• Each project has a overall status and then status for key project indicators Schedule, Budget, Resources and Risks.


• Each KPI can have red, green or amber depending on their status.
• Please see below for explanation of the different types of indicators.
• The template also contains a simpler version with arrows.
• To change status copy and paste the relevant image.

Project RAG Status

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Project Pipeline Tracker

Features or Things to know About the Pipeline Tracker

• Provides a birds eye view of the projects in pipeline with start date and budget.
• Captures and utilizes key project initiation activities or project pre-requisites like Business Case, Timeline, Funding and Resourcing.
• Project Name and Comments columns are self explanatory.
• Has an indicator column which indicates if the project is starting in one month(red), 3 months(amber) or beyond 3 months (green).
• Has an overall Status field which indicates if the project is ready. The Status is set Ready in Green when all the pre-requisites are completed successfully.


• The dashboard displays the number of projects starting in next 1 month, 3 months, 6 months and beyond 6 months.
• The columns are automatically sorted in chronological order based on start date when the sheet is open.So, if a project with start date in the next few days is added to the bottom of the bottom list then the next time the sheet is opened the project will be top. Please enable macros if you want the sorting to work.
• If you wish to manually sort the column then press Ctrl + q. 

Project Timeline Template Explained

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Team Status Report Template

Features of the Team Status Report

• Covers all the key aspects of a team - Utilization, achievements, risks/issues, milestones, individual statuses, team allocations and dependencies.
• The template contains a dashboard as first page, includes a sample page for individual report,  team allocations and dependencies.
• The utilization graph shows % utilization of each team member. It can be edited by right clicking on the graph.
• The achievements section highlights the different tasks completed in the reporting period.
• Risks and Issues section highlights the problems that the team is facing.
• Upcoming milestones shows the milestones for the next period. Green up arrow means it is on track and red down arrow means the milestone could be delayed.
• The reporting period can be a week, fortnight or monthly.
• And it is free to download and use !!!

Including individual status report

Individual Status Report

Team Allocations

Team Dependency Log

Team Dependency

Executive Dashboard Projects

About the Dashboard Template

Sprint Planning and Tracking

Key Features of the Template

Sprint Planning

Sprint Tracker

Sprint Tracker

• The sprint tracker is the key tab between all the three as it will be used frequently.
• The tracker can be divided into two areas - on the left we have the task details and on the right allocations.
• To load the task details from the Sprint plan all that you to is type in the Task ID. 
• Typing in the task ID will copy the task description, Task Owner and Task Estimate from the sprint plan.
• In the second section we have Planned/Actual and then allocations.
• The planned hours total will be auto populated based on the allocations. 
• Similarly,  the actual total will be populated from the actual row.

Resource Tracker

Resource Tracker

• The resources should be added into the resource tracker so that they can be selected in the planning tab.
• Resource allocations are shown on a daily basis.
• If the cell is highlighted green then the resource has been allocated full 8 hours.
• If the cell is highlighted in amber then the resource is under allocated which means they have less work.
• If the numbers in the cell are highlighted in red then the resources are over allocated and have more than 8 hours work per day.

Click Here To Download The Sprint Tracking Template

Project Environment Planning Template

About the Project Environment Planning Template

• The template shows a clear view of how projects are using the available environments.
• Has 3 sections - Projects, Environments and the timeline.
• The projects section displays the different projects. Each project is represented by different colors.
• The environments lists the different environments available. You can change the list of environments to suit your requirements.
• The timeline will show which project will use which environment. 
• To show multiple projects using the environments at the same time use a red border to show the group of projects.

To Do List for Project Managers

Features of the Excel To Do List

• Provides an indication of the task status with the task indicator. 
• If task is RED then task is due today or overdue. 
• If AMBER then task is due in next 3 days. 
• If GREEN that means the task is due beyond next 3 days.
• Template sorts the tasks based on due date so that the project manager can focus on tasks which based on due date and priority.
• Tasks can be sorted so that task are displayed on due date and task status. Task sorting can be done using shortcut Ctrl + L.
• Can handle up to 10 projects and each task can have project, priority, status and due columns.


• The dashboard shows no of tasks open and how many critical, high and medium.
• A bar chart displays the total task open for various projects.
• Task calendar which shows an overview for the next 10 days. It also highlights  today's date.
• Due dates are validated and highlighted if they fall on weekends.
• The excel template has two tabs - task list and data. 
• The task list tab contains two main sections - Tasks and the dashboard. 
• The data tab has auto calculated table and lists.

Task Details

How to use the Excel Template

Agile Vs Waterfall

Basics

• The Waterfall model lays out a rigid plan for the project, beginning with conception and moving through design, construction, testing, and deployment. 
• Int the Waterfall model requirements for the final product are clearly and inflexibly set during the conception phase, and each successive phase of the project must be completed before work can begin on the next phase.
• The Agile model moves through a series of iterations of the product, with testing and client approval being a part of each iteration. 
• At the conclusion of each iteration, project goals are reassessed, and new goals are incorporated into the next iteration of the agile project.

Flexibility

• The Agile project management model is, by design, more flexible than the Waterfall model. 
• Agile project goals can be adjusted during each iteration, and the project can more easily adapt to unforeseen challenges and opportunities. 


• Waterfall projects do not allow for goal adjustments during the process, and unexpected obstacles can threaten the success of the entire project.

Client Involvement

• Agile and Waterfall projects differ considerably in the extent and timing of client involvement. 
• In general, Agile projects require much more client involvement throughout the project than do Waterfall projects.
• With Waterfall project management, the client is involved during the conception stage of the project but need not be involved again until the deployment phase.
• In an Agile project, the client is involved throughout the process. This gives the client a measure of control through the entire process, but it also gives rise to the potential for unexpected revisions of the project plan, which can lead to schedule overruns and new obstacles.

Team Involvement

• Agile project teams are typically small, and team members are often versatile in their skill sets. 
• Team members are also typically involved with the project throughout its duration. Waterfall project team members may only be involved with the project during the distinct phase for which they are responsible, allowing them to work on other projects when their involvement is not required.

Speed of Deployment

• Because Agile projects are tested and approved at each iteration, there's the possibility that an acceptable version of the product could be deployed relatively early in the process. 
• Waterfall projects are deployed only at the end of the process, and there is no room for schedule flexibility.

Project Coherence

• The Waterfall model creates an extremely well-defined project process, with a beginning, middle and end, as well as a clearly marked path for getting from one end to the other and a clearly delineated picture of what the final product will look like.
• An Agile project, because it may be developed in discreet stages, has a tendency to be less coherent. 
• As the project moves through successive iterations, project goals may change, and the final product may end up looking substantially different from the initial conception. 
• While often an advantage of the model, this lack of a clear pathway also brings the danger of schedule overruns and discreet project components that do not work well together.

Project Checklist Template

About the Project Checklist Template

• Covers 100 checkpoints for 5 different project phases.
• Covers key project phases - Initiation, Planning, Execution, Control and Close.
• Each project phase is defined on a separate excel tab for better view.
• Each checkpoint can be Open, Closed or N/A. 
• N/A should be used when the question is not applicable.
• The template highlights the status for visual indication.
• New checkpoints can be easily added.
• Has a comments column to record any notes/special mentions.
• By default all the checkpoints are marked as open.

Project Phases

Initiation 

• The project initiation tab has questions related to the project initiation. 
• It has questions to make sure that a project manager has done all the tasks before starting the planning session.
• This tab has around 15 key checkpoints.

Planning 

• The planning tab focuses on the various planing activities that need to be done.
• It includes tasks like project schedule, resource planning, public holidays etc.
• The planning tab has 20 key checkpoints.

Project Planning Checklist

Execution

• The execution tab has checkpoints for day to day management of the project.
• It deals with managing the key project deliverable and project team communication.
• There are 24 checkpoints in the execution tab.

Control

• Project Control focus is on the governance aspects of the project.
• It has checkpoints for stakeholder management, reporting and other governance aspects.
• It has a total of 31 checkpoints.

Project Control Checklist

Close

What is Agile Project Management?

Agile with the Scrum process framework

• The Agile approach is only a philosophy of development and does not, in itself, provide a specific, detailed framework for project management. 
• The Scrum framework is a specific set of organizational structures, methods, and procedures that allows the Agile philosophy to be applied to projects. 
• Scrum clearly defines roles of team members and lays out a concrete plan for both the work of the team and the interaction between team and client.
•  Scrum includes three participant roles: Product Owner, Scrum Master, and Team.
• The Product Owner is the liaison between the development team and the other client stakeholders. This role is responsible for communicating project goals and requirements to the team and is involved in the process throughout the project.
• The Scrum Master facilitates communication between the Product Owner and the Team and ensures that the Team has what it needs to get its job done. The Scrum Master is responsible for stakeholder management, in that he or she ensures that the goals set by stakeholders are achievable by the Team.
•  The Team consists of a small group developers that works independently, managing its own processes and organization.

The Sprint Planning Meeting

• In the Scrum framework, each incremental iteration of a project is developed during a short work period, typically one or two weeks in length, called a Sprint. 
• Each Sprint consists of a consistent series of meetings. 
• The first meeting of each Sprint is the Sprint Planning Meeting.
•  During the Sprint Planning Meeting, the Product Owner communicates to the team a list of priorities for the project, known as the product backlog.
•  The Team decides which items from the backlog can be completed during the Sprint, and the Team and Product Owner, in collaboration, set priorities for the Sprint. 
• The resulting list of goals is known as the spring backlog.
•  The Team builds a set of tasks that will allow it to complete the priorities during the Sprint.

The Daily Standup Meeting

• Each day during the Sprint, the Team meets to review progress made the previous day, to present a plan for the day ahead, and to express any concerns about challenges that Team members have encountered. 
• These meetings are typically short, and the focus is on preventing time lost due to irrelevant discussions.
•  When Team members identify obstacles they've encountered, the Scrum Master develops a plan for removing those obstacles.
•  When Team members have concerns that require more discussion than the concise Daily Standup allows, they may meet separately in a sidebar meeting following the Daily Standup.
•  Each day, goals reached or not reached are recorded on a burndown chart, a graphic representation of progress made to date on the project.

The Sprint Review Meeting

• At the conclusion of each Sprint, the Team and the Product Owner come together in a Sprint Review Meeting to review the work done during the Sprint and assess whether or not the Sprint's goals were met.
• At each Sprint Review Meeting, the Team demonstrates a functional, potentially deployable product to the Product Owner and other client stakeholders.
• Through his or her review of the product, the Product Owner determines if the Sprint's priorities from the sprint backlog have been completed or not.

     The Sprint Retrospective Meeting

• Following the Sprint Review Meeting, the Team and the Scrum Master meet without the Product Owner present to review the successes and challenges the Team encountered during the Sprint.
•  Team members are encouraged to speak honestly during the Sprint Review, expressing their concerns about things that went wrong during the Sprint and giving suggestions for improvements.
•  After concerns are expressed, the Team compiles a short list of process improvements to be employed during the next Sprint.
• In large-scale projects with multiple teams working independently from one another, an Overall Retrospective Meeting may be convened to review interactions between the teams, as well as interaction between the teams and the rest of the organization.

Onward to the Next Sprint

• After the completion of the Retrospective Meetings, the process begins again. 
• The Product Owner and Team come together for another Sprint Planning Meeting, during which new priorities are drawn from the product backlog and goals are set for the next Sprint.
• The process continues, with each Sprint resulting in a new iteration of the product, until all of the priorities of the product backlog have been achieved and the product is complete.

Project Management Status Report

Why to send project status reports...

• Keeping stakeholders informed - there is nothing more annoying to a stakeholder then being misinformed about their project. You always need to keep them informed good or bad news.
• Keep the project team informed - the project team should know how their project is running and should also know what others are being told about their projects, This also gives a chance to the project manager to validate the information that is being sent out.
• Acts as a checkpoint and enforces project progress tracking - When sending a status report the content needs to be updated. When updating the content you will in a way forced to get the latest project status. If an action item is due then you will realize that when you are updating the status report.
• Opportunity to highlight risks & issues - You can always add risks and issues to the project status report so that the key stakeholders are aware of them.


• Opportunity to communicate your views– Most of the projects are epic centers for office politics.  There is always someone who wants to influence the project. As a project manager is owner of the status report he or she can explain their views to the team.
• Out of jail card– When there is an issue in the project the first thing I do is to add it to the status report and publish it. Sending this information to the stakeholders makes them aware and then you have proof of when you sent the status report.
• Acts as a reminder mechanism– People get annoyed when PMs remind them of their action items. Using a status report a PM can easily highlight delayed tasks or action items.

What should you include...

• Summary - A free text update so that you can provide an overall view of the project activities that have happened in the last week.
• Tasks/Schedule - List the key milestones and their current status. The tasks provide a good indicator of how the project is going.
• Budget - Include the planned and actual spent figures for the project. Including a variance figure helps everyone understand if the project budget is on track.
• Risks and Issues - Highlighting the key risks and issues is a very important aspect of status reporting. It is a good practice to report the top 3 risks and issues.


• Action Items - Sharing action items is a good practice as everyone will know who is responsible for the action item.
• Change Requests - Always include any new change requests.
• Resourcing Information - Including resourcing details enables a project manager to highlight any resourcing that may exists.
• Benefits - It is important to track project benefits on a weekly basis. Having them in the project status report will mean that the stakeholders will know if the project benefits are on track.

When and whom to send...

Sprint Planning Meeting

What is a Sprint Planning Meeting?

•  A Sprint should encompass no more than 30 days’ duration, and is typically limited to one or two weeks. 
• The Sprint Planning Meeting will identify the sprint tasks for each team member and establish commitment to the goals of the sprint, in a collaboration between the product owner and the team. 
• A good rule of thumb for a sprint planning meeting length is 1-2 hours for each week of the sprint duration.

Sprint Planning Meeting – Goals

• Sprint Planning Meetings have specific purposes and goals.
• Identify the roles of the Scrum Master and other team resources
• Identify the velocity/capacity of team members (any vacations or limitations to team member availability)
• Establish the Product Backlog Items (PBIs or stories) to be moved from the product backlog to the sprint backlog for action


• Team agreement of the PBIs that will be completed and delivered to the product owner
• Communicate the duration of the sprint (timebox)
• Definition of completion requirements – what must be “done” for the product owner
• During the sprint planning meeting all team members must evaluate the PBIs to be delivered and come to a consensus that they are achievable within the timebox of the sprint. This generates commitment to delivering those products at the conclusion of the sprint.

Sprint Planning Meeting – Best Practices

• Leaders experienced in sprint planning meetings will yield the most effective results for the sprint and product owner. 
• Product owners are charged with presenting their PBIs and priorities to the team.
• Questions and solutions are openly encouraged without fear of egos or politics.
• Estimates of the effort required to resolve PBIs are well thought-out and agreed to.
• For PBIs that are extremely detailed, breakdown estimating into separate tasks to make better use of time and team resources.


• Be prepared with more PBIs than expected to be accomplished in the context of the sprint, to allow for prioritization or tasks that may not contain adequate details for estimation by the team. Make every attempt to have each PBI well defined for the team’s review.
• The sprint team needs to be cognizant that the scrum master is in charge of the meeting. 
• Product owners are participants and contributors as are the other team members. 
• Product owners should have PBIs prioritized in advance of the sprint planning meeting, to facilitate evaluation of tasks to be included in the sprint.
• Be sure that all parties agree to the definition of “done”, so that there are no disagreements regarding what the deliverables are at the end of the sprint.

• Product owner presentation of the PBIs, including priority and business value. This includes the opportunity for team members to ask questions and clarify requirements.
• Evaluation of the priorities and detailed discussion of how the resolution should be accomplished. This facilitates estimation of the work required to complete each PBI.

Sprint Planning Meetings – Pitfalls to Avoid

• Over-commitment– This can be generated by poor estimation practices or requirements that were mis-stated or incomplete. It may also be that team members’ participation levels were unavoidably reduced or not accurately forecast. This may result in PBIs that are not delivered as promised, which could be moved into a subsequent sprint iteration.


• Under-commitment– Here again, inaccurate estimates may result in PBIs being in “done” status before the end of the sprint. Product owner and scrum master may determine that additional PBI(s) can be pulled in and completed before the end of the sprint timebox.
• Blocks and impediments– Unexpected situations may occur that impair the planned work for team members, such as illness or other activity that makes a resource unavailable. Tracking such instances is important to the sprint so that they can be reported out in the sprint retrospective meeting. There are variations of blocks and impediments: a task block may keep a team member from working on a specific task, which can be discussed in the daily scrum. A general block makes the resource unavailable for any work on sprint tasks, which is obviously more critical to the sprint success.

Sprint Process and Follow-Up

• Sprint Review– This is an opportunity to share “lessons learned” in order to improve future sprint efforts.
• Sprint Retrospective– in this session team members present thoughts on the methodology utilized during the sprint and any alternatives toward how work could have been done more efficiently.  

Product Backlog in Agile Project Management

What is an Agile Product Backlog?

• In Agile methodology, the product owner gathers required tasks or requirements as Product Backlog Items (PBIs), also referred to as “stories.” 


• By retaining an ever-changing but all-inclusive list in a central repository, the prioritization and visibility of PBIs facilitates planning and allows for pulling product backlog items into Sprints for development and implementation. 
• PBIs may be submitted by any stakeholder and added to the product backlog, but the product owner makes the decisions on product backlog priorities.

How the Product Backlog Template Contributes to Agile Methodology

Using the Product Backlog in Agile Development