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CSSE 372 Software Project Management:
Monitoring and Controlling Projects
Shawn Bohner Office: Moench Room F212 Phone: (812) 877-8685 Email: [email protected]
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Learning Outcomes: Schedule
Create and maintain a software project schedule. n Do Critical Chain Exercise n Monitoring & Reporting
Project Progress n Controlling Software
Projects
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Recall: Step 1: Create the Early Schedule
Critical Path
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Recall - Step 2: Convert to Late Schedule with 50% Durations & Resources Added
Critical Path Now 8 days
Late Start Eliminates Slack
Note: 50% Duration Estimates
Ernie has Resource Conflict
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Recall: Resolve Resource Conflict Late Start Eliminates Slack
Critical Path Now 8 days
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Recall: Project Schedule w/ Buffers Added
Optimistic 8 days (no risk realized), But, even Pessimistic is less than original 16 days
4.7 Days
( ) ( )∑= 2.... taskpath devstddevstd Variance Variance
2.8 Days
3.6 Days
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Exercise: Critical Chain Calculation n WBS done, start with network below n Based on 50% estimate, determine late-finish schedule n Fred does A, F; Barney does B, C; and Dino does D, E n Allocate resources and deal with resource contention n Add project and feeding buffers
Q1
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Comparing CPM/PERT and CCPM CPM/PERT Critical Chain
Uses worst-case estimates Uses average-case estimates
Protects individual tasks with safety Protects project with buffers
Starts and finishes tasks at scheduled start and
finish times
Starts tasks as soon as predecessors are done,
finishes tasks as quickly as possible.
Individual ownership of task completion
Team ownership of project completion
Project health is based on individual task
completion
Project health is based on days used from the
project buffer
Q2
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What does the team need to know about a software project to determine how everything is going?
n Think for 15 seconds… n Turn to a neighbor and
discuss it for a minute
Q3
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ü Hold daily team meetings
ü Complete tasks ASAP
ü Report problems ASAP
ü Don’t fall victim to the “creeps”
ü Don’t guess – ask questions
ü Good enough is good enough
ü Meet, but do not exceed requirements
ü Be open and honest with your team mates
How to Keep a Project on Track
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n Timely, complete, accurate and intuitive
n Isn’t burdensome and counterproductive
n Readily acceptable to senior management
n Readily acceptable to the project team
n An effective early warning system
Indicators of Effective Progress Reporting
Q4
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n Establish Period of time for reporting n Record historical progress
and re-estimate remaining n Record calendar days (duration)
completed and remaining n Report actual work accomplished during
this period n Report start and finish dates n Report effort expended & remaining n Report percent complete
Software Project Information to Report
Q5
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Tools, Templates & Processes Used to Monitor & Control n Current period reports n Cumulative reports n Exception reports n Stoplight reports n Variance reports n Gantt charts n Burn charts n Milestone trend charts n Earned value analysis n Integrated milestone trend charts n Project status meetings n …
Monitor and Control Mechanisms
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Example Burndown Chart
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1. Current period reports
2. Cumulative reports
3. Exception reports
4. Stoplight reports
5. Variance reports
Five Types of Project Status Reports
The project is progressing according to plan.
The project has a problem. A Get Well plan is in place. The situation will correct.
The project is failing. Intervention is required.
Q6
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Gantt Chart Project Status Report
Q7
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Let’s talk Final Project: Software Project Management Plan n See Assignment n Template with Rubric n Extensive Example n Work with team effectively – they will be
rating you!
n Due: 11:55pm, Friday, November 2nd, 2012. ¨ No late days – will be reviewed by another team
for last homework!
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Homework and Reading Reminders n Read Earned Value Paper
n Complete Homework 5 – Software Schedule
¨ Due by 11:55pm, Tuesday, October 9th, 2012
n Final Project – Software Project Management Plan (SPMP) ¨ Completed by team… ¨ Due by 11:55pm, Friday, November 2nd, 2012. ¨ No late days – will be reviewed by another team
for last homework!