Programming Project Management

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Programming Project Management Session 9: Project Control Q7503, Fall 2002

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Today Session 8 Review Project Control Status Reporting Earned Value Analysis MS Project Q7503, Fall 2002

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Session 8 Review Project parts and group structure CMM Requirements Q7503, Fall 2002

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Project Control Ongoing push to keep your venture on track 4 essential exercises: 1. Arranging execution A SDP, plan, and a control procedure 2. Measuring status of work performed Actuals 3. Contrasting with gauge Variances 4. Making restorative move as required Response Prerequisite to great control is a decent arrangement Q7503, Fall 2002

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Project "Control" Power, power, mastery. No. Directing a game-plan to meet a goal. Yes. Standards Work is controlled, not laborers Control helps specialists be more powerful & productive Control in light of work finished Use solid deliverables Balance Appropriate level between an excess of and too little Includes: Micro-overseeing versus disregard Too much following subtle element versus too little Q7503, Fall 2002

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Progress Monitoring The 3 key Progress Monitoring Questions What is the genuine status? On the off chance that there's a fluctuation, what is cause? What to do about it? Conceivable reactions 1. Overlook 2. Make remedial move 3. Audit the arrangement Q7503, Fall 2002

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Progress Monitoring rates Daily, week after week, month to month If issues happen – then modify You may need to screen issue regions all the more nearly For some timeframe Almost forever there's at least one zones under nearer examination Status Reporting Part of the interchanges administration arrange for Which is generally only a segment of SDP Q7503, Fall 2002

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Status Reports From group to PM, from PM to partners Typical configuration for last Summary Accomplishments for this period (done) Tasks, points of reference, measurements Plans for next period (to-do) Risk investigation and survey Issues & Actions Shoot for week by week overhauls Email notes, then hold brief meeting More as often as possible amid emergencies Q7503, Fall 2002

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Programming Status Reporting A software engineer reports that he's 90% done. What does this mean? A developer reports finishing 4,000 LOC on evaluated 5,000 LOC exertion. Is this 80% finish? Quality? Proportion, evaluated to finished? Your appraisals could have been off-base If you can't gauge degree or quality you don't have the foggiest idea "reality" You truly just know taken a toll (hours spent) How would you be able to enhance this? Q7503, Fall 2002

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Binary Reporting Work bundles (errands) must be in one of 2 states: finish or inadequate No incomplete credit Preferred to anything subjective! "90% Complete Syndrome" Software is 90% finished 90% of the time Use bring down level errand decay Tangible leave criteria Plan for 4-80 staff hours of exertion per undertaking Q7503, Fall 2002

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Earned Value Analysis (EVA) a.k.a. Earned Value Management (EVM) a.k.a. Change Analysis Metric of venture following "What you got for what you paid" Physical advance Pre-EVA "customary" approach 1. Arranged time and costs 2. Genuine time and costs Progress: think about arranged versus genuine EVA includes third measurement: esteem Planned, real, earned Q7503, Fall 2002

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Earned Value Analysis Forecasting Old models incorporate cost & consumption EVA includes plan estimation Measured in dollars or hours Often time utilized as a part of programming ventures Performance Measurement Baseline (PMB) Time-staged spending arrangement against which contract execution is measured Cost & plan changes conflict with this Best through a base up plan Q7503, Fall 2002

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Earned Value Analysis Different strategies are accessible Binary Reporting Others incorporate Based on % finish Weights connected to points of reference EVA can flag blunders as ahead of schedule as 15% into venture Alphabet Soup Q7503, Fall 2002

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Earned Value Analysis 3 noteworthy segments BCWS: Budgeted Cost of Work Scheduled Now called "Arranged Value" (PV) "Longed" How much work ought to be finished? BCWP: Budgeted Cost of Work Performed Now called "earned esteem" (EV) "Earned" How much work is finished? BCWS * % finish ACWP: Actual Cost of Work Performed Now called "Genuine Cost" (AC) "Blazed" How much took every necessary step done cost? Q7503, Fall 2002

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Derived EVA Variances SV: Schedule Variance BCWP – BCWS Planned work versus work finished CV: Cost Variance BCWP – ACWP Budgeted costs versus genuine costs Negatives are named "unfavorable" Can be plotted on 'spending bends' Cumulative cost (Y pivot) versus Time (X hub) Typically in a "S" shape "What is the venture status"? You can utilize fluctuations to answer this Q7503, Fall 2002

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Earned Value Analysis Q7503, Fall 2002

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Derived EVA Ratios SPI: Schedule Performance Index BCWP/BCWS CPI: Cost Performance Index BCWP/ACWP Problems in venture if both of these under 1 (or 100%) Q7503, Fall 2002

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Earned Value Analysis Other Derived Values BAC: Budget At Completion Sum of all moves (BCWS). Your unique spending plan. EAC: Estimate At Completion Forecast add up to cost at fruition EAC = ((BAC – BCWP)/CPI) + ACWP Unfinished work separated by CPI added to sunk cost If CPI < 1, EAC will be > BAC CR: Critical Ratio SPI x CPI 1: everything on track > .9 and < 1.2 alright Can be outlined Q7503, Fall 2002

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EVA Example As of 1-July where are we? BCWS BCWP ACWP Q7503, Fall 2002

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EVA Example CV SV CPI SPI CR Q7503, Fall 2002

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Earned Value Analysis BCWS Use 'stacked work' rates if conceivable Direct pay + overhead Remember it's a total figure May cover up where the issue lies Beware of counterbalancing issues Over in one territory versus under in another Q7503, Fall 2002

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Earned Value Analysis Benefits Consistent unit of measure for aggregate advance Consistent procedure Across cost and finished action Apples and apples examinations Ability to conjecture cost & timetable Can give notices early Success figures A full WBS is required (all extension) Beware of GIGO: Garbage-in, waste out Q7503, Fall 2002

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The MS-Project Process Move WBS into a Project plot (in Task Sheet) Add assets (colleagues or parts) Add costs for assets Assign assets to errands Establish conditions Refine and upgrade Create pattern Track advance (enter actuals, and so on.) Q7503, Fall 2002

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Project Overview This is a "fast in and out" review We will come back to these means exclusively throughout the following couple of weeks Sample extend from McConnell Q7503, Fall 2002

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Project UI Views Default is Gant Chart View 2 sheets Task Sheet on left (a table) Gantt Chart on right View Bar on far left Q7503, Fall 2002

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Project UI Q7503, Fall 2002

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Create Your Project File/New Setup begin date Setup date-book Menu: Project/Project Information Often left with default settings Hours, occasions Q7503, Fall 2002

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Enter WBS Outlining Sub-undertakings and synopsis undertakings Do not enter begin/end dates for each Just begin with Task Name and Duration for every Use Indent/Outdent catches to characterize rundown assignments and subtasks You can enter particular Start/End dates yet don't more often than not Q7503, Fall 2002

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Establish Durations Know the truncations h/d/w/m D is default Can utilize incomplete .5d is a half-day errand Elapsed lengths Estimated terms Put a "?" after span Q7503, Fall 2002

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Add Resources Work Resources People Material Resources Things Can be utilized to track costs Ex: measure of gear purshased Not utilized as regularly as a part of ordinary programming venture Q7503, Fall 2002

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Resource Sheet Can include new assets here Or straightforwardly in the assignment section sheet Beware of mis-spellings (Project will make close copies) Setup costs Such as yearly pay (put "yr" after 'sexually transmitted disease. Rate') Q7503, Fall 2002

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Effort-Driven Scheduling MS-Project default Duration * Units = Work Duration = Work/Units (D = W/U) Work = Duration * Units (W = D*U) Units = Work/Duration (U = W/D) Adding more assets to an undertaking abbreviates length Can be changed on a for every errand premise In the propelled tab of Task Information discourse box Task Type setting Beware the Mythical Man-month Good to lay blocks, not generally so for programming development Q7503, Fall 2002

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Link Tasks On toolbar: Link & Unlink catches Good for some without a moment's delay Or by means of Gantt graph Drag starting with one errand then onto the next Q7503, Fall 2002

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Milestones Zero span errands Insert errand "ordinarily" yet place 0 in term Q7503, Fall 2002

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Make Assignments Approach 1. Utilizing Task Sheet Using Resource Names segment You can make new ones by simply writing in here 2. Utilizing Assign Resources exchange box Good for various assets Highlight undertaking, Tools/Resources or toolbar catch 3. Utilizing Task Information exchange Resources tab 4. Undertaking Entry see View/More Views/Task Entry Or Task Entry see on Resource Mgmt. toolbar Q7503, Fall 2002

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Save Baseline Saves all present data about your venture Dates, asset assignments, spans, costs Q7503, Fall 2002

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Fine Tune Then is utilized later as reason for looking at against "actuals" Menu: Tools/Tracking/Save Baseline Q7503, Fall 2002

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Project 2002 3 Editions: Standard, Professional, Server MS Project Server 2002 Upgrade of old "Venture Central" Includes "Extend Web Access", electronic UI (fractional) Workgroup and asset warning elements Requires SQL-Server and IIS "Portfolio Analyzer" Drill-down into activities by means of rotate tables & diagrams "Portfolio Modeler" Create models and "consider the possibility that" situations SharePoint Team Services incorporation Q7503, Fall 2002

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Project 2002 MS-Project Professional "Form Team" highlight Skills-based asset coordinating Resource Pools: with aptitude set following Resource Substitution Wizard "Extend Guide" highlight Customiza.

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