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Project Management
08 Project Monitoring and Control
IT M a t u r i t y
Services
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Provide understanding of the projects progress so that appropriate corrective actions can be taken when the projects performance deviates significantly from the plan.
Project Planning
Project-Plans
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Actual performance and progress of the project are monitored against the project plan.
Monitor Project against the Plan (SG 1) Monitor Project Planning Parameters (SP 1.1)
Project Planning
For student use only
Project-Plans
-4 2007 wibas IT Maturity Services GmbH
Project Planning
For student use only
Project-Plans
-5 2007 wibas IT Maturity Services GmbH
Corrective actions are managed to closure when the projects performance or results deviate significantly from the plan.
Manage Corrective Actions to Closure (SG 2)
Take Corrective Actions (SP 2.2) Manage Corrective Actions (SP 2.3)
Project-Plans
For student use only -6 2007 wibas IT Maturity Services GmbH
Project-Plans
For student use only -7 2007 wibas IT Maturity Services GmbH
Relationships between Project Planning (PP) and Project Monitoring and Control (PMC)
Project Planning (PP) SP 1.2 Establish Estimates of Work Product and Task SP 1.4 Determine Estimates of Effort and Cost SP 2.1 Establish the Budget and Schedule SP 2.4 Plan for Project Resources SP 2.5 Plan for Needed Knowledge and Skills SP 2.7 Establish the Project Plan SP 1.1 Monitor Project Planning Parameters Time Plan (PP SP 2.1) Costs, Effort (PP SP 1.4) Attributes of the work results and Duties (PP SP 1.2) Resources (PP SP 2.4) Knowledge and Skills (PP SP 2.5) Project Monitoring and Control (PMC)
Commitment Management Risk Management Data Management Stakeholder Involvement Issue Management For student use only
SG 3 / SP 3.3 Obtain Plan Commitment SP 2.2 Identify Project Risks SP 2.3 Plan for Data Management SP 2.6 Plan Stakeholder Involvement
SP 1.2 Monitor Commitments SP 1.3 Monitor Project Risiks SP 1.4 Monitor Data Management SP 1.5 Monitor Stakeholder Involvement SG 2 Manage Corrective Action to Closure
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Project Monitoring and Control is necessary to identify actions such that the project stays on track.
Why do we do it?
Provide an understanding of the project's progress Take appropriate corrective actions Provide status information for all stakeholders
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Project Monitoring and Control is done throughout the life cycle. Measurements can help understand the progress.
Measurement and Analysis Project Monitoring and Control
Project Planning
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Project Monitoring and Control is a key element of the PlanDo-Check-Act control circuit
Plan
PP Act PMC SG 2
Do
PMC SG 1
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MA
2007 wibas IT Maturity Services GmbH
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120000
100000
80000
60000
Projected Actual
40000
20000
0 Jan 03 Feb 03 Mrz 03 Apr 03 Mai 03 Jun 03 Jul 03 Aug 03 Sep 03 Okt 03 Nov 03 Dez 03
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The %-complete approaches to answer the question Have we done what we said wed do? are subjective, incomplete and draw false conclusions
The classic approach: % complete estimating % of Budget spent % of work done % of time elapsed
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Earned Value Analysis is an industry standard to monitor and control schedule and budget.
Earned Value Analysis is an industry standard way to:
measure a projects progress, forecast its completion date and final cost provide schedule and budget variances along the way
By integrating three measurements, Earned Value provides consistent, numerical indicators with which you can evaluate and compare projects.
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Earned Value Analysis answers all three questions: schedule performance, budget performance and completion performance.
It compares the
PLANNED amount of work with what has actually been COMPLETED
to determine if
COST SCHEDULE WORK ACCOMPLISHED
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Earned Value provides an Early Warning signal for prompt corrective action
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10
120000 100000 80000 60000 40000 20000 0 Jan Feb Mrz Apr Mai Jun Jul Aug Sep Okt Nov Dez 03 03 03 03 03 03 03 03 03 03 03 03 BCWS
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ACWP and BCWP - Actual Cost of Work Performed and Budgeted Cost of Work Performed
120000 100000 80000 60000 40000 20000 0 May-03 Nov-03 Jan-03 Jun-03 Jul-03 Dec-03 Mar-03 Aug-03 Sep-03 Feb-03 Oct-03 Apr-03 56000 49000 BCWP ACWP
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120000 100000 80000 56000 60000 40000 20000 0 Nov-03 Jan-03 Jun-03 Jul-03 Oct-03 May-03 Dec-03 Mar-03 Feb-03 Apr-03 Aug-03 Sep-03 55000 49000 BCWS BCWP ACWP
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Performance Metrics
SPI: BCWP/BCWS 49,000/55,000 = 0.891
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Example:
EAC = 102,000 / 0.875 = 116,571
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Making Projections
120000 100000 80000 60000 40000 20000 0 Nov-03 Jan-03 Jun-03 Apr-03 Jul-03 May-03 Dec-03 Aug-03 Sep-03 Mar-03 Feb-03 Oct-03 103865 102000 90882
Today
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Estimate to Complete
Today
Ja n04 M ar -0 4
2007 wibas IT Maturity Services GmbH
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At the end
The project will be 14% over budget The project will be 3 months late (25% time overrun)
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Work measurement
work-hours, dollars, units, etc.
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Text - What
Establish a WBS to estimate the scope of the project
Scrum - How
<Fill out>
OK ?
Yes/ No
Goal:
Understand exercise and practice planning and estimating
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Goal:
Understand how to use and implement Earned Value Be prepared to use Earned Value to track your exercise
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Exercise
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Evaluate Scrum against CMMI PP and PMC. Step 2: Set up a spreadsheet to calculate Earned Value. (15 min).
Exercise
Evaluate Scrum against CMMI PP and PMC. Step 1: Estimate tasks and efforts. (15 min)
Goal:
Understand Scrum Understand PP and PMC Practice an evaluation Apply Earned Value
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All formulas
BCWS - Budgeted Cost of Work Scheduled ACWP - Actual Cost of Work Performed BCWP - Budgeted Cost of Work Performed SV: Schedule Variance (BCWP-BCWS) CV: Cost Variance (BCWP-ACWP) SPI: Schedule Performance Index (BCWP/BCWS) CPI: Cost Performance Index (BCWP/ACWP) CSI: Cost Schedule Index (CSI=CPI x SPI) BAC = Budget at completion (=BCWS until project completion) EAC = BAC / CPI
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Exercise
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Exercise
Evaluate Scrum against CMMI PP and PMC. Step 3: Do the evaluation. (<your estimated time> min)
wibas IT Maturity Services is official SEI Partner of the Software Engineering Institute of the Carnegie Mellon University for SCAMPI appraisals and CMMI training. For inquiries, call: wibas IT Maturity Services GmbH Yvonne Fischer Customer Relations Manager Otto-Hesse-Str. 19 B 64293 Darmstadt Germany Tel: 0049 - 6151 - 50 33 49 - 21 Fax: 0049 - 6151 - 50 33 49 - 33 yfischer@wibas.de
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Revision History
Target status: finished Template-Version: 2.11 Rev. no. 1.0 1.1 1.2 1.3 1.4 State Finished Finished Finished Finished Finished Date 15.10.2004 22.01.2006 23.12.2007 19.01.2008 07.02.2009 Comments Initial version Updated layout Updated layout Added formula overview for Earned Value Updated exercises Responsible Malte Foegen Malte Foegen Malte Foegen Malte Foegen Malte Foegen
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Otto-Hesse-Str. 19 B 64293 Darmstadt Germany Phone +49 / 6151 / 50 33 49 - 0 Fax +49 / 6151 / 50 33 49 33 www.wibas.de Hintermettlen 7 6318 Walchwil Suisse Phone +41 / 41 / 51122 - 90 Fax +41 / 41 / 51122 - 91 www.wibas.ch
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