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, TPPsProvidestaff
Provideenvironment
Control change
configurationschangesproblems
Resolve issues & actions
issuesactions
facilitiestools
capitalcommunications
library
people
1. Objective
Reviewmanagement
managementreview (MR)
Manage risks
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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)ResourcesSchedulesEarned value management system
(EVMS)
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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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 technique4. 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 earlier than -- finish on or after
designated date
4. Schedules
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IMP/SEMS (1 of 6)Definition
• Integrated master plan (IMP) -- 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
4. Schedules
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IMP/SEMS (2 of 6)
• 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 oversight
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IMP/SEMS (3 of 6)
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 (4 of 6)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 (5 of 6)
• 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 (6 of 6)
• 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 IMP/SEMS eventsIncludes resourcesShows optimized schedule with no
negative slack
4. Schedules
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EVMS (1 of 10)Requirement on Government programs
• DFAR clause 52.234-7001• Required description of EVMS • Requires customer review• Requires access to all related records
4. Schedules
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EVMS (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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EVMS( 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 (under run)• <1 behind schedule (over run)
4. Schedules
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EVMS (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
BCWS
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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
EVMS (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
EVMS (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
EVMS (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
EVMS (8 of 10)
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EVMS (9 of 10)EVMS work packages
• Define increments of work• Should align with natural boundaries• About 3 months long
EVMS 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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EVMS (10 of 10)
EVMS 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. Homework1. Determine BCWPcum, BCWScum,
ACWPcum, CVcum, EACcum, CPIcum, SVcum, and SPIcum 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• Amount of total job completed per day --
$600, $800, $800, $1000, $800
5. Homework