1. Q7503, Fall 2002 1 Software Project Management Session 9: Project Control

2. Q7503, Fall 2002 2 Today Session 8 Review Project Control Status Reporting Earned Value Analysis MS Project

3. Q7503, Fall 2002 3 Session 8 Review Project roles and team structure CMM Requirements

4. Q7503, Fall 2002 4 Project Control Ongoing effort to keep your project on track 4 primary activities: –1. Planning performance A SDP, schedule, and a control process –2. Measuring status of work performed Actuals –3. Comparing to baseline Variances –4. Taking corrective action as needed Response Prerequisite to good control is a good plan

5. Q7503, Fall 2002 5 Project Control “Control” Power, authority, domination. No. Guiding a course of action to meet an objective. Yes. Principles Work is controlled, not workers –Control helps workers be more effective & efficient Control based on work completed –Use concrete deliverables Balance –Appropriate level between too much and too little –Includes: »Micro-managing vs. neglect »Too much tracking detail vs. too little

6. Q7503, Fall 2002 6 Progress Monitoring The 3 key Progress Monitoring Questions –What is the actual status? –If there’s a variance, what is cause? –What to do about it? Possible responses 1. Ignore 2. Take corrective action 3. Review the plan

7. Q7503, Fall 2002 7 Progress Monitoring Monitoring rates –Daily, weekly, monthly –If problems occur – then adjust You may have to monitor problem areas more closely For some period of time Almost always there’s one or more areas under closer scrutiny Status Reporting –Part of the communications management plan –Which is usually just a section of SDP

8. Q7503, Fall 2002 8 Status Reports From team to PM, from PM to stakeholders Typical format for latter –Summary –Accomplishments for this period (done) Tasks, milestones, metrics –Plans for next period (to-do) –Risk analysis and review –Issues & Actions Shoot for weekly updates –Email notes, then hold brief meeting –More frequently during crises

9. Q7503, Fall 2002 9 Programming Status Reporting A programmer reports that he’s 90% done. –What does this mean? A programmer reports completing 4,000 LOC on estimated 5,000 LOC effort. Is this 80% complete? Quality? Ratio, estimated to completed? –Your estimates could have been wrong If you can’t measure scope or quality you don’t know “reality” You really only know cost (hours spent) How can you improve this?

10. Q7503, Fall 2002 10 Binary Reporting Work packages (tasks) can only be in one of 2 states: complete or incomplete –No partial credit Preferred to anything subjective! “90% Complete Syndrome” –Software is 90% complete 90% of the time Use lower-level task decomposition Tangible exit criteria Plan for 4-80 staff hours of effort per task

11. Q7503, Fall 2002 11 Earned Value Analysis (EVA) a.k.a. Earned Value Management (EVM) a.k.a. Variance Analysis Metric of project tracking “What you got for what you paid” –Physical progress Pre-EVA ‘traditional’ approach 1. Planned time and costs 2. Actual time and costs Progress: compare planned vs. actual EVA adds third dimension: value Planned, actual, earned

12. Q7503, Fall 2002 12 Earned Value Analysis Forecasting –Old models include cost & expenditure –EVA adds schedule estimation Measured in dollars or hours –Often time used in software projects Performance Measurement Baseline (PMB) Time-phased budget plan against which contract performance is measured Cost & schedule variances go against this Best via a bottom-up plan

13. Q7503, Fall 2002 13 Earned Value Analysis Different methods are available –Binary Reporting –Others include Based on % complete Weights applied to milestones EVA can signal errors as early as 15% into project Alphabet Soup

14. Q7503, Fall 2002 14 Earned Value Analysis –3 major components BCWS: Budgeted Cost of Work Scheduled –Now called “Planned Value” (PV) –“Yearned” –How much work should be done? BCWP: Budgeted Cost of Work Performed –Now called “earned value” (EV) –“Earned” –How much work is done? –BCWS * % complete ACWP: Actual Cost of Work Performed –Now called “Actual Cost” (AC) –“Burned” –How much did the work done cost?

15. Q7503, Fall 2002 15 Derived EVA Variances SV: Schedule Variance –BCWP – BCWS –Planned work vs. work completed CV: Cost Variance –BCWP – ACWP –Budgeted costs vs. actual costs Negatives are termed ‘unfavorable’ Can be plotted on ‘spending curves’ –Cumulative cost (Y axis) vs. Time (X axis) –Typically in an ‘S’ shape “What is the project status”? –You can use variances to answer this

16. Q7503, Fall 2002 16 Earned Value Analysis

17. Q7503, Fall 2002 17 Derived EVA Ratios –SPI: Schedule Performance Index –BCWP / BCWS –CPI: Cost Performance Index –BCWP / ACWP –Problems in project if either of these less than 1 (or 100%)

18. Q7503, Fall 2002 18 Earned Value Analysis Other Derived Values BAC: Budget At Completion –Sum of all budges (BCWS). Your original budget. EAC: Estimate At Completion –Forecast total cost at completion –EAC = ((BAC – BCWP)/CPI) + ACWP –Unfinished work divided by CPI added to sunk cost –If CPI BAC CR: Critical Ratio –SPI x CPI –1: everything on track –>.9 and < 1.2 ok –Can be charted

19. Q7503, Fall 2002 19 EVA Example As of 1-July where are we? BCWS BCWP ACWP

20. Q7503, Fall 2002 20 EVA Example CV SV CPI SPI CR

21. Q7503, Fall 2002 21 Earned Value Analysis BCWS –Use ‘loaded labor’ rates if possible Direct pay + overhead Remember it’s an aggregate figure –May hide where the problem lies –Beware of counterbalancing issues Over in one area vs. under in another

22. Q7503, Fall 2002 22 Earned Value Analysis Benefits –Consistent unit of measure for total progress –Consistent methodology Across cost and completed activity Apples and apples comparisons –Ability to forecast cost & schedule –Can provide warnings early Success factors –A full WBS is required (all scope) –Beware of GIGO: Garbage-in, garbage-out

23. Q7503, Fall 2002 23 The MS-Project Process Move WBS into a Project outline (in Task Sheet) Add resources (team members or roles) Add costs for resources Assign resources to tasks Establish dependencies Refine and optimize Create baseline Track progress (enter actuals, etc.)

24. Q7503, Fall 2002 24 Project Overview This is a ‘quickie’ overview We will return to all of these steps individually over the next few weeks Sample project from McConnellproject

25. Q7503, Fall 2002 25 Project UI Views –Default is Gant Chart View 2 panes Task Sheet on left (a table) Gantt Chart on right –View Bar on far left

26. Q7503, Fall 2002 26 Project UI

27. Q7503, Fall 2002 27 Create Your Project File/New Setup start date Setup calendar –Menu: Project/Project Information –Often left with default settings –Hours, holidays

28. Q7503, Fall 2002 28 Enter WBS Outlining Sub-tasks and summary tasks Do not enter start/end dates for each Just start with Task Name and Duration for each Use Indent/Outdent buttons to define summary tasks and subtasks You can enter specific Start/End dates but don’t most of the time

29. Q7503, Fall 2002 29 Establish Durations Know the abbreviations –h/d/w/m –D is default Can use partial –.5d is a half-day task Elapsed durations Estimated durations –Put a ‘?’ after duration

30. Q7503, Fall 2002 30 Add Resources Work Resources –People Material Resources –Things –Can be used to track costs Ex: amount of equipment purshased –Not used as often in typical software project

31. Q7503, Fall 2002 31 Resource Sheet Can add new resources here –Or directly in the task entry sheet Beware of mis-spellings (Project will create near-duplicates) Setup costs –Such as annual salary (put ‘yr’ after ‘Std. Rate’)

32. Q7503, Fall 2002 32 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 resources to a task shortens duration Can be changed on a per-task basis In the advanced tab of Task Information dialog box Task Type setting Beware the Mythical Man-month Good for laying bricks, not always so for software development

33. Q7503, Fall 2002 33 Link Tasks On toolbar: Link & Unlink buttons –Good for many at once Or via Gantt chart –Drag from one task to another

34. Q7503, Fall 2002 34 Milestones Zero duration tasks Insert task ‘normally’ but put 0 in duration

35. Q7503, Fall 2002 35 Make Assignments Approach 1. Using Task Sheet –Using Resource Names column –You can create new ones by just typing-in here 2. Using Assign Resources dialog box –Good for multiple resources –Highlight task, Tools/Resources or toolbar button 3. Using Task Information dialog –Resources tab 4. Task Entry view –View/More Views/Task Entry –Or Task Entry view on Resource Mgmt. toolbar

36. Q7503, Fall 2002 36 Save Baseline Saves all current information about your project –Dates, resource assignments, durations, costs

37. Q7503, Fall 2002 37 Fine Tune Then is used later as basis for comparing against “actuals” Menu: Tools/Tracking/Save Baseline

38. Q7503, Fall 2002 38 Project 2002 3 Editions: Standard, Professional, Server MS Project Server 2002 Upgrade of old “Project Central” Includes “Project Web Access”, web-based UI (partial) Workgroup and resource notification features Requires SQL-Server and IIS “Portfolio Analyzer” –Drill-down into projects via pivot tables & charts “Portfolio Modeler” –Create models and “what-if” scenarios SharePoint Team Services integration

39. Q7503, Fall 2002 39 Project 2002 MS-Project Professional –“Build Team” feature Skills-based resource matching –Resource Pools: with skill set tracking –Resource Substitution Wizard “Project Guide” feature –Customizable “process component”

40. Q7503, Fall 2002 40 MS-Project Q&A Your WBS in Project How did it go? Any questions?

41. Q7503, Fall 2002 41 Homework Schwalbe: 7 “Project Quality Management” URLs –“Introduction to Software Testing” http://www.iplbath.com/pdf/p0820.pdf – “Introduction to Software Testing Principles” http://www.qestest.com/principl.htm Project plan: –Develop and submit an initial copy of the project plan (limited to tasks & milestones) for your individual project

42. Q7503, Fall 2002 42 Questions?