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Project Management Tracking by aft19038

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Project Management Tracking document sample

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									       SW Project
       Management
         (Planning & Tracking)
          Dr. Atef Z Ghalwash
Faculty of Computers & Information Helwan University




                                                       1
        What is IS System?

A collection of HW & or SW components
organized to accomplish a specific function
or set of functions




                                              2
               IS Development Life Cycle
                 Waterfall model (Classic)

Requirements
 definition


                  System and
                software design


                                  Implementation
                                  and unit testing


                                                     Integration and
                                                      system testing


                                                                       Operation and
                                                                       maintenance

                                                                                       3
        What is software?

Computer programs and associated
documentation
Software products may be developed for a
particular customer or may be developed
for a general market




                                           4
    SW project management

Concerned with activities involved in
ensuring that the project is delivered on
time and on schedule and in accordance
with the budget & requirements of the
organisations developing and procuring
the system




                                            5
SW project management major
          activities

project definition
project Scope of work management
project estimation
    Size
    Effort
    Cost
    Schedule



                                   6
 SW project management major
       activities (cont..)

 project planning
      Development planning
      Verification & Validation planning
      Risk planning
      Quality Assurance planning
ETC




                                           7
 Software project management
    major activities (cont..)
Tracking
  Size
  Effort
  Cost
  Schedule
  Requirements
  Risk management
  Millstones
  Deliverables
  Changes

                                8
Software Project Planning and
          Tracking




                                9
       SW Project Planning
Probably the most time-consuming project
management activity
Continuous activity from initial concept thro ugh
to system delivery. Plans must be regularly
revised as new information becomes available
Various different types of plan may be developed
to support the main software project plan that is
concerned with schedule and budget eg Quality-
Maintenance-Staff training…etc


                                                    10
      Project planning goals

Software estimates are documented for
use in planning and tracking the software
projects.
Software project activities and
commitments are planned and
documented.
Affected groups and individuals agree to
their commitments related to software.

                                            11
        Activity organization
Activities in a project should be organised to
produce tangible outputs for management to
judge progress
Milestones are the end-point of a process activity
Deliverables are project results delivered to
customers
The waterfall process allows for the
straightforward definition of progress milestones



                                                     12
         Project scheduling
Split project into tasks and estimate time and
resources required to complete each task
Organize tasks concurrently to make optimal
use of workforce
Minimize task dependencies to avoid delays
caused by one task waiting for another to
complete
Dependent on project managers intuition and
experience


                                                 13
        The project scheduling process


 Identify      Identify activity   Estimate resources   Allocate people   Create project
 activities      dependencies         for activities      to activities      charts


  Software                                                                Activity charts
requirements                                                              and bar charts




                                                                                            14
      Scheduling problems
Estimating the difficulty of problems and
hence the cost of developing a solution is
hard
Productivity is not proportional to the
number of people working on a task
Adding people to a late project makes it
later because of communication overheads
The unexpected always happens. Always
allow contingency in planning

                                             15
Task durations and dependencies
Task    Duration (days)   Dependencies
 T1            8
 T2           15
 T3           15            T1 (M1)
 T4           10
 T5           10          T2, T4 (M2)
 T6            5          T1, T2 (M3)
 T7           20           T1 (M1)
 T8           25           T4 (M5)
 T9           15          T3, T6 (M4)
T10           15          T5, T7 (M7)
T11            7           T9 (M6)
T12           10           T11 (M8)
                                         16
                       Activity network
                             14/7/99        15 days
                                                                   15 days
                               M1             T3
          8 days                                                     T9
            T1                              5 days       4/8/99                 25/8/99
                           25/7/99
                                              T6          M4                     M6
4/7/99                       M3
  start                                     20 days                                        7 days
             15 days
                                       T7                                             T11
                 T2

                           25/7/99          10 days      11/8/99                             5/9/99
10 days
                              M2                          M7                               M8
   T4                                         T5                      15 days
                                                                          T10      10 days
                   18/7/99
                                                                                            T12
                      M5
                                               25 days
                                                   T8                                     Finish
                                                                             19/9/99
                                                                                                      17
                          Activity timeline
 4/7           11/7    18/7     25/7   1/8    8/8   15/8   22/8     29/8   5/9    12/9   19/9
       Start
T4
T1
T2
           M1
               T7
               T3
                M5
                  T8
                              M3
                              M2
                               T6
                               T5
                                              M4
                                         T9
                                              M7
                                              T10
                                                                    M6
                                                           T1 1
                                                                             M8
                                                                  T12
                                                                                            Finish

                                                                                                     18
                              Staff allocation
       4/7   11/7    18/7     25/   1/8    8/8    15/8 22/8   29/8   5/9     12/9   19/9

Fred    T4
                         T8                                   T11
                                                                       T12
Jane    T1
                    T3
                                          T9
Anne    T2
                               T6                T10

Jim                 T7

Mary                           T5



                                                                                           19
           Risk management
Risk management is concerned with identifying
risks and drawing up plans to minimise their
effect on a project.
A risk is a probability that some adverse
circumstance will occur.
  Project risks affect schedule or resources
  Product risks affect the quality or performance of the
  software being developed
  Business risks affect the organisation developing or
  procuring the software


                                                           20
         The risk management process


     Risk           Risk analysis      Risk planning       Risk
 identification                                          monitoring



List of potential                      Risk avoidance       Risk
                    Prioritised risk   and contingency
      risks               list                           assessment
                                            plans




                                                                      21
            Risk analysis

Assess probability and seriousness of each
risk
Probability may be very low, low,
moderate, high or very high
Risk effects might be catastrophic, serious,
tolerable or insignificant



                                               22
          Risk monitoring

Assess each identified risks regularly to
decide whether or not it is becoming less
or more probable
Also assess whether the effects of the risk
have changed
Each key risk should be discussed at
management progress meetings


                                              23
           SW Project Tracking


   Goals
1. Actual results and performances are tracked
   against the software plans.

  2. Corrective actions are taken and managed to
  closure when actual results and performance
  deviate significantly from the software plans.




                                                   24
    Software Project Tracking
            Practices
 A project software manager is designated to be
responsible for the project's software activities and
results




                                                        25
   Software Project Tracking
        Practices (cont.)
The project's software effort and costs are
tracked, and corrective actions are taken as
necessary
The project's critical computer resources are
tracked, and corrective actions are taken as
necessary
The project's software schedule is tracked, and
corrective actions are taken as necessary
Software engineering technical activities are
tracked, and corrective actions are taken as
necessary.
                                                  26
   Software Project Tracking
        Practices (cont.)

 The software risks associated with cost,
resource, schedule, and technical aspects
of the project are tracked
Actual measurement data and replanting
data for the software project are recorded




                                             27
Applying software project tracking




                                     28
Budget Tracking (Earned Value
          Analysis)

One of the primary consideration to the
management is the current cost of the
program as compared to the estimation.




                                          29
          Budget Tracking
Earned value analysis uses three
fundamental values for each task:
  The budgeted cost of work scheduled (BCWS),
  which is the portion of the cost that is planned
  to be spent on a task between the task's start
  date and the status date.
  The actual cost of work performed (ACWP),
  which is the total actual cost incurred while
  performing work on a task during a given
  period.

                                                     30
       Budget Tracking
The budgeted cost of work performed
(BCWP), which is the percentage of the
budget that should have been spent for a
given percentage of work performed on a
task.




                                           31
           Budget Tracking
From these three fundamental values, several
other key values are determined. The most
common and useful ones are:
  Cost variance (CV), which is the difference between a
  task's estimated cost and its actual cost.
     CV = BCWP - ACWP
  Schedule variance (SV), which is the difference
  between the current progress and the scheduled
  progress of a task, in terms of cost.
     SV = BCWP - BCWS



                                                          32
The cost performance index (CPI), which is the
ratio of budgeted costs to actual costs.
   CPI = BCWP/ACWP
The schedule performance index (SPI), which
is the ratio of work performed to work
scheduled.
   SPI = BCWP/BCWS
    Variance at completion, between baseline
cost and scheduled cost for a task VAC
   Base line Cost – Total Cost
                                                 33

								
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