How often should you monitor progress in software project management?

The more complex the project, the more frequently you should monitor progress. For example, if the project involves multiple teams, stakeholders, or vendors, it is essential to monitor progress more frequently. In such cases, weekly or bi-weekly check-ins might be necessary to ensure that everyone is on the same page and that the project is progressing as planned.

The answer to this question depends on how we measure progress. In SAFe/Agile there are many levels of monitoring progress: you monitor progress of tasks and stories on a daily basis (daily standups), you monitor completion of stories and features on a biweekly (Sprint reviews) and you further monitor completion of Features and Epics on a quarterly basis (SAFe Program Increments). You browse identified risks at least on a biweekly manner. Once you monitor continuously like you do in Agile you have the opportunity to coordinate and adapt to potential changed scope and priorities. The progress is made by the team and not in the reports. SAFE has solved most of the challenges of Agile for larger projects by scaling up the planning.

This is where true pain arise in agile, Agile relay less on documentation and reports, it is basically relay on User Stories and story points delivered per sprint. If it is a complex project and things start to get messy with a customer that frequently change their mind and no efficient technical debts you get dragged into an endless loop with no real productivity. So in short, agile is a small team working together to outperform in a perfect collaboration, if each function is performing well it should be smooth with less reporting, just the sprint review can be sufficient and a dashboard.

In software project management, monitoring progress regularly is key to success, but the frequency depends on the project's size, complexity, and phase. For agile projects, daily stand-up meetings offer a chance to track daily progress and address immediate issues. In more traditional models, weekly or bi-weekly check-ins are often sufficient. Critical phases like launches or sprints might require more frequent oversight. The goal is to strike a balance where you can identify and address issues promptly without micromanaging or overwhelming the team. Regular, but not excessive, monitoring allows for timely course corrections and ensures the project stays aligned with its objectives.

A complexidade de um projeto pode exigir um número maior de atividades e riscos, o que pode requerer solu??es de contorno com maior agilidade em casos de desvios. Para que essas a??es sejam identificadas rapidamente, o acompanhamento recorrente e em menor espa?o de tempo deve ser realizado.

While the project methodology appears to be the best factor for determining project monitoring frequency, it should be done considering other factors such as project complexity, project goal, experience and expertise of the team. Developing a monitoring plan that accounts for all of these aspects is essential. It's also vital to ensure a smooth transition between the factors mentioned. Effective project monitoring significantly influences project success.

The methodology used for the project also plays a role in determining the frequency of progress monitoring. For example, if the project follows an Agile methodology, it is essential to monitor progress more frequently. In Agile, progress is monitored through daily stand-up meetings, sprint reviews, and retrospectives. On the other hand, if the project follows a Waterfall methodology, progress monitoring can be less frequent, such as monthly or bi-monthly check-ins.

There is no one shoe fits all approach to project monitoring. It depends on a lot of factors like the phase of the project, team composition/dynamics and the visibility of the project. A project that is sailing through rough weather may need daily monitoring until it is out of the woods whereas a project that is on auto pilot mode may need weekly or lesser frequency monitoring for example. This is mostly applicable when a leader is involved in execution of multiple projects concurrently. Practitioners will need to choose the approach that suits them the most.

Leaving monitoring to the formal phase gates is generally what brings projects undone. The best software development is continuous delivery which allows for continuous monitoring at any phase of work if you choose a traditional project. All software development work should have an element of agility which means you open up the potential to have continuous monitoring. In fact In modern governance, patterns of work backed up by the use of workflow management software are standard .

No estoy de acuerdo en comparar la supervisión del progreso en ambos marcos, porque cuando usas marcos ágiles es porque existe incertidumbre y lo importante es validar el MVP con tus posibles clientes y usuarios y medir el valor generado en las sucesivas iteraciones e implementaciones productivas. Que pasa si cumples OKRs con épicas priorizadas antes de lo previsto y con menos funcionalidades de las esperadas? Es éxito o fracaso? Que tipo de proceso mides: el de ROI o el de cumplimiento de alcance? No confundamos, los marcos son distintos para escenarios diferentes. No es lo mismo medir el progreso de hacer un puente que el desarrollo de una app para intercambiar NFTs en un escenario de metaverso.

Understanding the 'why' behind our deliverables transcends mere task execution; it is the compass that guides a project toward success. When teams grasp the reasons underlying their project's goals, they don't just know what they're doing—they comprehend its significance. This understanding fuels purpose, enhances engagement, and nurtures a sense of ownership. It's the 'why' that aligns efforts with organizational vision and client needs, transforming routine tasks into strategic actions with defined intent. An enlightened team motivated by clear objectives is an unstoppable force in the realm of project delivery. Make sure your team knows ‘why’!

If the project team already interacts with each other and has a history of doing projects together, it will be easier to monitor the status of the project and manage the situations related to the interaction of people. But in case the team members are not familiar with each other, it is more complicated to identify the problems caused by the lack of coordination and the constant presence of the manager with the members will be needed.

The ideal monitoring rhythm should be a collaborative dance between the project manager and the team, adapting to changing needs and fostering a culture of open communication and trust. Remember, the perfect team becomes a well-oiled machine not through constant oversight, but through clear expectations, effective support, and a shared sense of purpose.

Experienced well versed teams can do things less often and still achieve great outcomes, that’s the benefit of alll the previous practice. Any new or less versed teams should look to do things more often, as practise makes perfect, For example… Take a typical Sprint Planning session, if done monthly it gives you 12 times to practice per year. Now compare that to doing it weekly, which give you a significant 450% more practice, with 52 goes at getting things right … You can always reduce the frequency as you learn and grow… but doing it more often when needed, helps get it right.

The Project Manager needs to understand the maturity pulse of the team. Depending on the level of maturity of the team member, the project manager has to customize the monitoring. And please note maturity is irrespective of experience.

Steering a software project to success isn't one-size-fits-all. Your monitoring frequency should adapt to your project's goals. Ambitious voyages, aiming for groundbreaking features or new markets, need a tighter grip with daily or bi-weekly check-ins to stay on course. Incremental journeys, refining existing platforms or internal processes, can navigate with weekly or monthly updates, ensuring steady progress. For maintenance missions, keeping systems humming smoothly, quarterly glances might suffice. But remember, complexity, stakeholder needs, and project phases can all shift the wind – so be as flexible as a seasoned sailor, adjusting your monitoring to keep your project sailing towards its ultimate destination.

No initiative or project should start with vague goals. If this is the case the value of the work is in question and should be revisited.

When the team participates in defining the goals, they develop a deeper understanding and commitment to these objectives. For instance, for goals that are highly specific and measurable, the team might agree on weekly progress reviews using quantitative metrics. Conversely, for goals that are more dynamic or evolving, the team might opt for daily stand-ups or continuous feedback loops to stay agile.

Goals are key to drive success for any project or program. You need the org to set clear direction for the teams to focus thier energy towards desired outcomes that build the company forward. Ever changing goals and policies can derail any project how much ever you choose to monitor the same.

Project goals greatly influence the frequency and method of monitoring progress. When goals are clear and measurable, monitoring can be periodic and objective. In such cases, key performance indicators (KPIs), metrics, and charts are practical tools for tracking progress toward these specific outcomes and ensuring alignment with the project's expected benefits and value. Conversely, projects with vague or evolving goals require continuous and subjective monitoring. Techniques like user stories, ongoing feedback, and surveys are crucial in these scenarios to capture the shifting nature of the objectives and to gauge progress more qualitatively.

Los mecanismos de control deben incluirse en la ingeniería del proyecto, de tal modo que el proyecto “reporte “ el status sin necesidad de hacer intervenciones a ese fin. Con esta técnica el proyecto se controla sin esfuerzo y el PM interviene por excepción

Project monitoring should be a continuous process, and it is now opportune to automate it. With the advent of modern project management tools, project monitoring is no longer a manual task. Given that many of today's projects follow an agile methodology, we have the flexibility to make changes or adjustments to project plans in response to significant risks or changes in requirements. Allow the tools to monitor the collected metrics, and based on that, alert project managers and coordinators to potential risks or opportunities. Additionally, if the tool supports it, generative AI can even suggest actions.

In my Experience, Defining Roles and Responsibilities has a significant effect on the Monitoring Plan document. Who is responsible for what and what type of progress report is expected with measurable KPIs and DoD will result a true fruit. The monitoring strategy specifies who is in charge of gathering, examining, and summarizing data. This clarity guarantees accountability, avoids misunderstandings, and promotes a cooperative vibe where all parties are aware of their roles in the monitoring process.

Project progress monitoring is still just a part of the project management process and thus should not be considered apart of a whole. I find it more useful to first build the process that takes into account the product/service business domain, team structure and maturity, project stakeholders vision and after that decide on what information is important to make all the parties involved and productive. Information gathered and not being looked upon is a waste, decisions made without the reality check could be harmful. Your monitoring plan should be as much pragmatic as possible, as it is not the project objective but an instrument.

As part of the plan, establish a procedure for defining and tracking corrective or preventive actions until fully executed. Issues commonly arise during monitoring, and while defining such actions is standard, ensuring their proper follow-up and validating effectiveness doesn't happen as frequently. Use centralized tools providing visibility into pending tasks, responsible parties, and deadlines. This could be as simple as a shared board (like Trello Cloud Kanban) or a workflow system (such as Flokzu Cloud BPM) with task assignments, alerts, and escalations for delays. This ensures closing the loop: executing the project, promptly identifying and addressing issues, maximizing the likelihood of timely and within-budget project completion.

In my opinion, adapting or iterating is the key takeaway here. The very basis of the Agile framework is to create a plan, run it, and recalibrate it frequently. In today's super dynamic world, nothing will work in the same manner every time and you have to be agile enough to change as per requirement. Share with your team why you are changing things and they will soon start aligning and contributing positively as no one likes to fail.

Responding or attending to the monitoring forums should not be another burden task to the team. If you can convince all stakeholders of this idea, then you will find a way to create a healthy environment to let the information flow. So you should adapt the forums, the schedule, the participants or the means taking advantage of the technology.

Alistair Cockburn taught me that as a Scrum Master, I was the methodologist for the team's process. And it was up to me to lead the team through whatever changes were necessary to succeed. I now prefer Lean and Kanban over Scrum, but the principle applies. Scrum, Kanban, Lean are all frameworks that need individual adaptation on each project. When people criticize a methodology, it's often because they expected to be handed a handbook with all of the answers, the do's and don'ts that will lead to eternal project success. And reality falls short of expectations. I've found that when teams inspect and adapt their process, making wise and informed changes as we go, that we can be much happier with our process and produce fantastic results.

En pleno siglo XXI con tanta AI, herramientas como SonarQube y demás no puede ser que "el monitoreo sea un problema". Medir para que ? Para cumplir con el plan estratégico de la Empresa, La Empresa no se reinventa con cada nuevo proyecto. Y el ámbito de los proyectos son los procesos de la Empresa. Monitorear para cumplir con los KPIs y procesos de la Empresa (y con ello la norma y cultura implicita que implique).

Part 1: Monitoring the progress of a software development project is crucial for its success. Here are a few pointers on how often we could monitor the progress based on the different frameworks or methodologies used: 1. Regular Check-ins: Schedule regular check-ins with the development team. Depending on the size and complexity of the project, this could be daily, weekly, or bi-weekly meetings to review progress, address any issues, and realign priorities if necessary. 2. Milestone Reviews: Set specific project milestones and conduct thorough reviews upon reaching each one. 3. Agile Ceremonies: participate in ceremonies to keep track of progress and any impediments.

Part 2: 4. Customer Feedback Loops: If the project involves customer-facing features, showcasing features to customers at regular intervals and gathering their input. 5. Tooling and Analytics: Leverage & utilize dashboards and reports to track development metrics, burndown charts, and other relevant indicators. 6. Risk Management: Monitor progress more closely during high-risk periods Ultimately, the frequency of monitoring should be tailored to the specific needs and dynamics of the project, ensuring that progress is tracked closely enough to detect and address issues early, while still allowing the development team to focus on their work.

In my experience, we need to avoid the "obsessed with metrics" trap. Monitoring a project essentially means, understanding if everything is going as expected. And reacting timely if it is not. It, however, does not mean "painstakingly comparing burndown charts". Oh my goodness, the velocity has dropped by 4%. "Yes, it was holiday season". I believe, the best bet is to keep things simple.

In software projects, the level of confidence in the chosen architecture and technical infrastructure is very important in choosing the project monitoring method. Accompanying reliable programmers will be very helpful.

As a project manager, my suggestion is to use automatic tools for keeping an eye on the project instead of spending a lot of time checking it manually. To do this, you should use handy tools like Jira, Slack, and Bitbucket Pipeline. These tools will make it much easier for you to see how the project is going without stressing about it all the time. By setting up automation, like regularly checking the code and deploying it smoothly, you'll make your project management work way simpler.

Being a software project manager, you are responsible for two way communication - upwards and down. while steering committee or senior management is ok to be updated on the weekly progress (any major roadblock to be communicated immediately), it is important to connect with your immediate and extended team on a daily basis specially to understand any challenges, struggles, roadblocks etc. These can be as small as someone is falling sick and due to this someone else's work is not being able to progress. Even a day lost will contribute to the overall delay in the project plan. This is where the PM's importance comes into picture...