sdpm - lecture 7 - project monitoring and control
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Leiden Insitute of Advanced Computer Science
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System’s Development and Project Management – Project monitoring and control
Prof. Dr. Thomas Bäck
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Leiden Institute of Advanced Computer Science Dates
Feb. 1 14:45 – 17:30 Introduction, Project Description Feb. 2 13:45 – 16:30 STEP WISE Approach to Project Planning Feb. 9 13:10 – 15:45 STEP WISE Approach to Project Planning,
SAVE ENERGY Case Feb. 15 14:45 – 17:30 Selecting an Appropriate Software Dev.
Approach Feb. 16 15:15 – 18:00 Activity Planning and Resource Allocation Feb. 22 14:45 – 17:30 Software Effort Estimation Feb. 23 13:15 – 15:45 Risk management, project escalation Mar. 1 14:45 – 17:00 Exam Mar. 2 13:45 – 16:30 Risk Management, Project monitoring and
control Mar. 8 14:45 – 17:30 Software Quality Assurance Mar. 9 13:45 – 16:30 Managing People; Contract Management Mar. 18 15:00 – 17:00 Trade Fair
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Project control - Motivation
! Project under way … ! Attention on ensuring progress
! Monitoring ! Comparison ! Revision of plans and schedules
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Project control - overview
! The project control life-cycle ! What’s going on? Collecting control
information ! Excuses, excuses… Reporting upwards ! Doing something about it. Corrective action. ! A continual process !
! Monitoring against plan ! Revising plan, if necessary
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Project control – Responsibility ? ! Overall: Project Steering Committee ! Day-to-day: Project Manager
Team leader
Analysis/design section
Team leader
Programming section
Team leader
Quality control section
Team leader
User documentation section
Project manager
Steering committee Client
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The project control life-cycle
real world
collect data
process data
define objectives
make decisions modeling
implement
data
information
decisions
actions
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The project control life-cycle Start
Publish initial plan
Gather project information
Compare progress - targets
Satisfactory?
Completed ?
Take remedial action
Publish revised plan
End Project
Review Project
Document conclusions
End
no
no yes
yes
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What needs controlling
! Technical integrity ! What tasks have been
completed
! Business integrity ! Costs of project must be
less than benefits ! Delays in implementation
reduce benefits
! Project may be on time but only because more resources have been used than were originally budgeted
! Conversely, project may be late because planned resources have not been used
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What needs controlling (cont’d)
! Quality ! A task has not really been finished unless the
product of that task is satisfactory ! Activity reported as finished could need to be re-
worked ! Testing is difficult to control: depends on an
unknown number of errors
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Requirem. gathering
Errors
Design
More errors
Build
Even more errors
Test
Errors
Errors
Errors HELP!
The bug chain
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Data collection
! Partial completion reporting ! Common to enhance existing accounting data
collection systems (e.g. time sheets) to meet needs of project control
! Asking for estimated completion time
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Time Sheets
Project Activity Code
Description Hours this week
% complete
Scheduled completion
Estimated completion
P21 A243 Code mod A3 12 30 24/4/05 24/4/05
P34 B771 Document take-on 20 90 6/4/05 4/4/05
Name: Week ending: 30/03/05 Rechargeable Hours
Total: 32
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Data collection
! Risk reporting – traffic light method ! Identify key elements for assessment ! Break into constituent elements ! Assess each second-level element
• Red / Amber / Green (Traffic light)
! Produce overall assessment • All second-level assessment -> first-level assessment • Review for overall estimate
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Risk Reporting: Red, amber, green
! Red not on plan: recoverable only with difficulty
! Amber not on plan: recoverable
! Green on schedule
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Some problems with controlling projects
! 99% completion syndrome ! Job reported as ‘on time’ until last scheduled week ! Job reported as ‘99% complete’ for each
remaining week until task is completed ! Solution?
! Control on deliverables
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Further problem
! Scope creep ! Tendency for system to increase in size during
development ! Solution?
! Re-estimating ! Change control
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Progress checklist
! Tasks completed ! Staffing ! Scope (more
requirements) ! External dependencies ! Cost of quality ! Finance
! Risk analysis ! Can identify sensitive
factors that need monitoring
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Levels of control
! End-stage assessment (event driven)
! Mid-stage assessment (time driven, e.g. monthly)
Checkpoint reports
Project board
Project manager (stage manager)
Project team
Checkpoint meetings e.g. weekly
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! As information goes to higher levels it becomes more summarized
! General directives are filled in with operational details as they filter down
! Danger of ‘information overload’
Information Control
Decision-making
Reporting on actions
Levels of control
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Collecting project information
! Sources ! Checkpoint meetings ! Time sheets ! Machine generated statistics, e.g. connect time ! Internal documents, e.g. error reports
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Progress report
! Avoid ‘information overload’ ! Focus on real problems - exceptions to
planned activity ! Some approaches
! Graphical representation ! Highlight problem cases, e.g. RAG (red/amber /
green) indicators
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Progress report (cont‘d)
! Achievements in reporting period ! Tasks that should have been finished ! Tasks that should have been started
! Costs - actual costs compare to budgeted ! Staffing - joiners, leavers, sickness, etc. ! Risk monitoring - status of identified risks ! Outlook
! How things are likely to progress in next period
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Earned value analysis (EVA)
1. Identify ‘modules’ ! Good if users can recognize these
2. Identify ‘checkpoints’ ! When a phase finishes - should be
specific and measurable
3. Identify percentage durations, e.g. ! Design 30% , code 25%, test 45%
4. Estimate size/effort for each module 5. When phase is completed for a module
! That percentage of the project has been ‘earned’
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Earned value:
! 0/100 technique: EV = 0% until task completed, then EV = 100%.
! 50/50 technique: EV = 50% as soon as task is started. 100% when completed.
! Milestone technique: Based on achievement of milestones with assigned values.
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Earned value analysis - example
Module ID
Est. hours (total)
Est. hours (total)
Design 30%
Code 25%
Test 45%
Hours % Hours % Done Hours % Done Hours % Done
A 100 47.6 30 14% y 25 12% y 45 21% n
B 50 23.8 15 7% y 12.5 6% y 22.5 11% y
C 60 28.6 18 9% y 15 7% n 27 13% n
Total 210 100 30% 18% 11%
% Total 59%
% of total (210)
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Accumulative chart
0
20
40
60
80
100
120
1 2 3 4 5 6 7 8 9 10 11Week number
% Com
plete
Planned
Actual
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EVA indicators - cost ! BCWP Budgeted cost of work performed
! = earned value EV ! = The planned (not actual) cost to complete the
work that has been done. ! ACWP Actual cost of work performed, i.e.
what it actually costs to get BCWP ! = actual cost AC ! = Cost incurred to accomplish the work that has
been done to date. ! Cost variance BCWP – ACWP = EV – AC
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EVA indicators - schedule performance
! BCWS Budgeted cost of work scheduled: ! BCWP that would be achieved if all work had been
finished on time ! BCWS = Planned Value PV ! = Planned cost of the total amount of work
scheduled to be performed by the milestone date. ! Budget variance ACWP – BCWS = AC-PV ! Schedule variance BCWP – BCWS = EV-PV
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EVA performance indices
! Cost performance indicator (CPI = EV/AC) ! BCWP/ACWP
! Schedule performance indicator (SPI = EV/PV) ! BCWP/BCWS
! CPI=1 – right on track ! CPI>1 – ahead of plan; cost less than budget. ! CPI<1 – falling behind. ! Value for money indices
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Accumulative chart Baseline budget PV Planned Value, BCWS
Now
Time
Cumulative Cost %
ACWP, Actual Cost to date (AC)
Earned Value EV, BCWP
Budget variance AC-PV
Schedule variance EV-PV
Schedule variance (time)
Cost variance EV – AC (< 0)
Less work was performed than scheduled
… the actual cost for it was higher than budgeted!
CPI = BCWP/ACWP < 1 à NOT Good! SPI = BCWP/BCWS < 1 à NOT Good!
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Graphical representation
! Gantt charts ! Activity bar chart indicating scheduled activity dates and
duration (and floats) ! Shading (for schedule completion) and today ‘cursor‘
! Slip charts ! Gantt chart plus slip line (bending = bad)
! Ball charts ! Circles indicate estimated and actual start and completion
points for activities ! Green and red shading
! Timeline charts ! Recording and displaying changed targets ! Slipping more clearly visualized!
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Graphical representation (cont’d)
SA
SD1
SD2
CDR1
CDR2
‘Slip-chart’ red-line indicates position as of today A very uneven line suggests need for rescheduling
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Monitoring priorities
! Critical path activities ! Activities with no free float ! Activities with less than a specified float ! High-risk activities ! Activities using critical resources
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Corrective action
! Tolerance ! Acceptable margins of overshoot may be specified
in plan ! Contingency
! This is not owned by the activity but by the project: give and take between activities
! Exception plans ! Drawn up when the original plan needs major
change: especially change to scope or costs ! Requires project board authority
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Some possible actions to recover project
! Re-schedule, e.g. precedence requirements ! Make more resources available ! Redefine scope ! Modify quality requirements ! Enhance productivity, e.g. through training,
tools
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Change control – Task changes !
! Identification of all items that are subject to change control
! Central repository of master copies, project documentation, and software products
! Formal set of procedures to deal with change ! Maintenance of access rights and library item
status
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Change control – Example
! Users perceive need for system modification ! User management considers change request, approves, passes
to development mgmt. ! Dev. Mgmt. delegates staff member to look at request, report
practicality and cost. ! Dev. Mgmt. reports back to user mgmt. ! User mgmt. decides whether they want to go ahead. ! Developers are authorized to go ahead. ! Code is modified. ! User mgmt. is notified on completion, software is released for
user acceptance testing. ! Operational release when users are satisfied.