agenda for manage activity
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Agenda for Manage Activity. 1. Objective 2. People 3. Budget and schedule 4. Schedules 5. Homework. 1.Objective. Manage activity Manage tasks Completion criteria Pseudo-completion criteria. 1. Objective. Manage activity. - PowerPoint PPT PresentationTRANSCRIPT
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Agenda for Manage Activity
1. Objective2. People3. Budget and schedule4. Schedules 5. Homework
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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, TPPs
Providestaff
Provideenvironment
Control change
configurationschangesproblems
Resolve issues & actions
issuesactions
facilitiestools
capitalcommunications
library
people
1. Objective
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Completion CriteriaComplete when the product is sold to the
customer
1. Objective
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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
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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
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3. Budget and scheduleBudget-and-schedule diagramWork breakdown structure (WBS)EventsTasks and level of effort (LOE)ResourcesSchedulesCost/schedule control system (C/SCS)
3. Budget and schedule
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Budget-and-schedule diagram
Events
Work breakdown structure
Tasks & LOE
ScheduleBudget & schedule control
Resources
Contract -- price -- schedulecontractCDRLs
3. Budget and schedule
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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
3. Budget and schedule
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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
3. Budget and schedule
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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
3. Budget and schedule
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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
3. Budget and schedule
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Events (1 of 2)
Definition• Events are important
occurrences• Examples include
• Start of program• Reviews• Build completions• Test completions• Sell off
3. Budget and schedule
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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
3. Budget and schedule
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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
3. Budget and schedule
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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
3. Budget and schedule
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Resources (2 of 3)
Estimating Cost• Process of assigning resources to each
task and each level of effort activity
3. Budget and schedule
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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
3. Budget and schedule
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4. SchedulesGantt chartPERTIMS/SEMSIMP/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 technique 4. 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
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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
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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 later than -- finish on or after
designated date
4. Schedules
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IMP/SEMS (1 of 5)Definition
• Integrated master plan (IMS) -- 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
• 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 oversight4. Schedules
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IMP/SEMS (2 of 5)
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 (3 of 5)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 (4 of 5)
• 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 (4 of 5)
• 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 IMS/SEMS eventsIncludes resourcesShows optimized schedule with no negative
slack
4. Schedules
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C/SCS (1 of 10)Requirement on Government programs
• DFAR clause 52.234-7001• Required description of C/SCS • Requires customer review• Requires access to all related records
4. Schedules
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C/SCS (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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C/SCS( 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 (over run)• <1 behind schedule (under run)
4. Schedules
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C/SCS (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
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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
C/SCS (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
C/SCS (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
C/SCS (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
C/SCS (8 of 10)
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C/SCS (9 of 10)C/SCS work packages
• Define increments of work• Should align with natural boundaries• About 3 months long
C/SCS milestones• Events that indicate work being
accomplished; e.g. complete document, build board
• Should be no more than a month apart
4. Schedules
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C/SCS (10 of 10)
C/SCS techniques• Milestones -- work claimed by achieving
milestone• Level of effort (LOE) work claimed based on
interval of time
4. Schedules
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5. Homework (1 of 3)1. For the bathroom installation tasks on the
following page • a. Label each task as one or more of the seven
PBD activities and label as either task or LOE• b. Draw a Gantt chart showing the tasks • c. Show the PERT connectivity among the
tasks• d. List at least one entry and exit criterion for
each inspection• Note: assume each task is done by one person
and assume that no task partial completes before waiting for a following task
5. Homework
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Homework (2 of 3)Task Man hours
Supervise installation 5Design bathroom 4Buy foundation plumbing materials 1Buy finishing plumbing materials 1Buy framing materials 1Buy cabinets 1Buy finishing material 1Buy electrical material 1Install foundation plumbing 8Install finishing plumbing 4Install electrical 2Install cabinets 4Install framing 4Finish bathroom 8Complete foundation plumbing inspection 1Complete finishing plumbing inspection 1Complete electrical inspection 1Complete framing inspection 1Complete final inspection 1
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Homework (3 of 3)2. Determine BCWP, BCWS, ACWP, CV,
EAC, CPI, SV, and SPI 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• Percentage of total job completed per day
-- 15%, 20%, 20%, 25%, 20%
5. Homework