agenda for manage activity

10. Manage 1

Agenda for Manage Activity

1. Objective2. People3. Budget and schedule4. Schedules 5. Homework

10. Manage 2

1.ObjectiveManage activityManage tasksCompletion criteriaPseudo-completion criteria

1. Objective

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Manage activityThe manage activity establishes the

development environment and controls development of the product

1. Objective

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Manage Tasks

Control cost & schedule

schedule budget

Generate life cycle plan

life cycle plan

Control risk

risks, TPPsProvidestaff

Provideenvironment

Control change

configurationschangesproblems

Resolve issues & actions

issuesactions

facilitiestools

capitalcommunications

library

people

1. Objective

Reviewmanagement

managementreview (MR)

Manage risks

10. Manage 5

Completion CriteriaComplete when the product is sold to

the customer

1. Objective

10. Manage 6

Pseudo-Completion Criteria

None

1. Objective

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2. PeopleMost important assetKey peopleAttributesFinding people

2. People

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Most important assetGood people are the most important asset

for successful product development

2. People

10. Manage 9

Key people (1 of 2)

Technologist -- knows the principles of what is to be designed

Designer -- knows how product can be buildBuilder -- makes the product workCustomer interface -- interacts with customer

2. People

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Key people (2 of 2)Tester -- tests the productContract and administrative -- handles

technical contract and money issuesEnvironmental expert -- knows requirements

imposed by environment Specialty expert -- knows reliability and

maintainabilitySupportability expert - knows supportability

2. People

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AttributesHave proven experience in needed areaTake ownershipSkilled in technology or managementCan work in teamsHave big-picture perspective; aren’t parochial

2. People

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Finding people

Direct encounterReference from trusted colleaguesFunctional organization

2. People

10. Manage 13

3. Budget and scheduleBudget-and-schedule diagramWork breakdown structure (WBS)EventsTasks and level of effort (LOE)ResourcesSchedulesEarned value management system

(EVMS)

3. Budget and schedule

10. Manage 14

Budget-and-schedule diagram

Events

Work breakdown structure

Tasks & LOE

ScheduleBudget & schedule control

Resources

Contract -- price -- schedulecontractCDRLs


10. Manage 15

WBS (1 of 4)

Definition• A product-oriented family tree composed

of hardware, software, services, and data that completely defines a product

• Usually applied at the top level (project level)

• Defines the products to be produced and relates work to be accomplished to the end product


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WBS (2 of 4)Government approach

• MIL-STD-881A defines approach to WBS• Customer • Uses WBS to compare proposals against

guidelines to determine if proposals are reasonable

• Sometimes specifies the WBS• Requires budget and schedule to be

managed with respect to the WBS


10. Manage 17

WBS (3 of 4)Types

• Contract WBS (CWBS) -- Complete WBS applicable to a particular contract or procurement action

• Project WBS -- Contains all WBS elements related to the development or production of an item; formed by combining all CWBSs in a program


10. Manage 18

WBS (4 of 4)

Aircraft system

Air vehicle

System ILS

System test

System I&T

Program management

Aircraft Avionics Mgt SE

This example is typical of a MIL-ST-881A WBS, but it does not align well with hierarchy of products

This example is typical of a MIL-ST-881A WBS, but it does not align well with hierarchy of products


10. Manage 19

Events (1 of 2)

Definition• Events are important

occurrences• Examples include

• Start of program• Reviews• Build completions• Test completions• Sell off


10. Manage 20

Events (2 of 2)

Event characterization• Characterized by a set of entry and exit

criteria• Examples of entry criteria include

• Specification and interfaces complete• Design complete

• Examples of exit criteria include• Agreement that design is adequate• Consensus that testing is adequate


10. Manage 21

Tasks and level of effort (LOE)A task -- a piece of work. Budget and

schedule control systems prefer the use of tasks as opposed to level of effort

Level of effort (LOE) -- work that is performed assuming one person produces a fixed amount of work


10. Manage 22

Resources (1 of 3)

Definition• Work and material assigned to a task• The amount of work assigned is

determined using cost estimating techniques similar to those used to make the original proposal for the work


10. Manage 23

Resources (2 of 3)

Estimating Cost• Process of assigning resources to each

task and each level of effort activity


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Resources (3 of 3)Techniques for estimating costs

• Actual experience by the contractor• Rules of thumb such as $xx per line of

code• Standard cost estimating guidelines like

the Air Force guideline LS-24 for predicting cost of documentation


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4. SchedulesGantt chartPERTIMP/SEMSIMS/SEDSBudget and schedule

system

4. Schedules

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Gantt chartDefinition

• A simple schedule that shows events Vs time

• May show interconnectivity of events

Buy material

Dig holes

String wire

Install gate

1 2 3 4

Day

4. Schedules

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PERT (1 of 8)

Definition• A task based schedule with

interconnectivity shown• Usually computerized to allow easy

adjustment of events and durations. • Tools that support PERT include

• Primavera• Microsoft Project

• Allows computing metrics such as critical path and amount of slack (float)

• Stands for program evaluation and review technique4. Schedules

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PERT (2 of 8)PERT events

• Can be added to PERT to fix points in time

• Examples are• Start date• End date• Fixed milestones

4. Schedules

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PERT (3 of 8)PERT tasks

• Represent blocks of labor• Normally have a duration• Are linked to a predecessor task or

an event• May be involved in multiple links

4. Schedules

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PERT (4 of 8)

Event Event

Event Event

Event

Event

Event

Event

Start-to-finish

Finish-to-start

Start-to-start

Finish-to-finish

4. Schedules

PERT linkages

10. Manage 31

PERT (5 of 8)

Definitions use in PERT• Total slack -- Amount of time by which a task

can be delayed without delaying project completion

• Free slack -- Amount of time by which a task can be delayed without delaying another task

• Float -- Same as free slack

4. Schedules

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PERT (6 of 8)

• Critical path -- The path, or sequence, of tasks that must be completed to finish project on time

• Constraint -- A limitation placed on the start or finish of a task

• Dependency relationship -- The relationship between a dependent task and its predecessor

• Resource allocation -- Assignment of quantifiable amount of work to a task

4. Schedules

10. Manage 33

PERT (7 of 8)

PERT task constraints• As soon as possible -- unconstrained• As late as possible -- delay without

holding up project• Start no later than -- start on or before

designated date• Must start on -- start on designated date

4. Schedules

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PERT (8 of 8)

• Start no earlier than -- start on or after designated date

• Finish no later than -- finish on or before designated date

• Must finish on -- finish on designated date• Finish no earlier than -- finish on or after

designated date

4. Schedules

10. Manage 35

IMP/SEMS (1 of 6)Definition

• Integrated master plan (IMP) -- US Air Force• System engineering master schedule (SEMS) --

US Navy• A list of major events with entry and exit

criteria• Maps events, accomplishments, and entry and

exit criteria to teams, contract, work breakdown structure (WBS), and contract line items

4. Schedules

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IMP/SEMS (2 of 6)

• IMP and SEMS are major tools for obtaining early agreement with customer about what constitutes successful completion of an event

• A key element of customer oversight

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IMP/SEMS (3 of 6)

Activity Event Team contract WBS CDRL

Number Accomplishment

Entry criteria

F Preliminary design review 3.4.2 1.8.1.2

F01 Requirements established Dsgn

F0101 Spec written Dsgn 3.4.4 1.8.1.2 B021

F0102 I/Fs written Dsgn 3.4.4 1.8.1.2 B022

4. Schedules

Example

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IMP/SEMS (4 of 6)IMP/SEMS guidelines

• 1. Agree on technical and management approach before starting

• 2. Take advantage of similarity. For example, many products will have exactly the same events, accomplishments, and criteria.

4. Schedules

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IMP/SEMS (5 of 6)

• 3. Be wise in choosing events accomplishments, and criteria

• Choose meaningful criteria that contractor can control success of

• Choose measurable and achievable criteria• Limit the number of criteria to essentials

• 4. Use IMP/SEMS to optimize the program.

4. Schedules

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IMP/SEMS (6 of 6)

• 5. For example, some but not all products may have multiple build or prototypes

• 6. Choose a standard numbering system that encompasses activities, accomplishments, entry criteria, and exit criteria

7. Automate to ensure quality of IMP/SEMS8. Use company standards if available; seek

experienced help

4. Schedules

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IMS/SEDSIntegrated master schedule (IMS) -- US Air

ForceSystem engineering detailed schedule

(SEDS) -- US NavyA PERT built around IMP/SEMS eventsIncludes resourcesShows optimized schedule with no

negative slack

4. Schedules

10. Manage 42

EVMS (1 of 10)Requirement on Government programs

• DFAR clause 52.234-7001• Required description of EVMS • Requires customer review• Requires access to all related records

4. Schedules

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EVMS (2 of 10)Performance measurements

• 1. Scheduled work -- budget representing the way work is scheduled. Also called budgeted cost of work scheduled (BCWS)

• 2. Performed work -- the value of the work actually completed. Also called budgeted cost of work performed (BCWP)

• 3. Actual cost of work -- The cost of doing the work completed. Also called actual cost of work performed (ACWP)

• 4. Budget at complete (BAC) -- total planned work

4. Schedules

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EVMS( 3 of 10)

• 5. Estimate at complete (EAC) -- actual cost to date plus estimate of work to be performed

• 6. Schedule performance index (SPI) • BCWPcum/BCWScum• >1 ahead of schedule• <1 behind schedule

• 7. Cost performance index (CPI) --• BCWPcum/ACWPcum• >1 ahead of schedule (under run)• <1 behind schedule (over run)

4. Schedules

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EVMS (4 of 10)

Day 1 Day 2 Day 3 Day 4

Planned work Buy mat'l

Dig holes

String wire

Install gate

Scheduled work BCWP $300 $200 $300 $200BCWScum $300 $500 $800 $1,000Sched @ complete BAC $1,000 $1,000 $1,000 $1,000

4. Schedules

Example -- scheduled work

BCWS

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Day 1 Day 2 Day 3 Day 4Actual work Buy

mat'l Dig

holes & string

1/3 wire

String 2/3 wire & install gate

Done

Scheduled work BCWS $300 $200 $300 $200BCWScum BCWScum $300 $500 $800 $1,000Performed work BCWP $300 $300 $400 $0BCWPcum BCWPcum $300 $600 $1,000 $1,000Schedule variance SV $0 $100 $100 ($200)SVcum SVcum $0 $100 $200 $0Sched perf index SPIcum 1.00 1.20 1.25 1.00

4. Schedules

EVMS (5 of 10)

Example -- work performed (1 of 2)

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$0

$200

$400

$600

$800

$1,000

0 1 2 3 4

Performed

Scheduled

SVcum

4. Schedules

EVMS (6 of 10)

Example -- work performed (1 of 2)

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Day 1 Day 2 Day 3 Day 4Performed work BCWP $300 $300 $400 $0BCWPcum BCWPcum $300 $600 $1,000 $1,000Actual cost of work ACWP $300 $250 $350 $0ACWPcum ACWPcum $300 $550 $900 $900

Cost variance CV $0 $50 $50 $0CVcum CVcum $0 $50 $100 $100Cost perf index CPI 1.00 1.09 1.11 1.11Est at complete EAC $1,000 $950 $900 $900

4. Schedules

EVMS (7 of 10)

Example 3 -- actual cost of work (1 of 2)

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0

200

400

600

800

1000

0 1 2 3 4

Work performed

Actual cost

CVcum

4. Schedules

EVMS (8 of 10)

10. Manage 50

EVMS (9 of 10)EVMS work packages

• Define increments of work• Should align with natural boundaries• About 3 months long

EVMS milestones• Events that indicate work being

accomplished; e.g. complete document, build board

• Should be no more than a month apart

4. Schedules

10. Manage 51

EVMS (10 of 10)

EVMS techniques• Milestones -- work claimed by achieving

milestone• Level of effort (LOE) work claimed based on

interval of time

4. Schedules

10. Manage 52

5. Homework1. Determine BCWPcum, BCWScum,

ACWPcum, CVcum, EACcum, CPIcum, SVcum, and SPIcum at the end of each day for the following problem.• Planned duration of task -- 4 days• Actual duration is five days• Planned spending rate per day -- $1000• Actual spending rate per day -- $700, $800,

$1000, $1250, $1000• Amount of total job completed per day --

$600, $800, $800, $1000, $800

5. Homework

agenda for manage activity

Documents