using ms project for execution & control
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J. R. Burns, Texas Tech University
Using MS Project for Execution & Control
Using MS Project for Execution & Control
First, make certain your project plan is complete and final
Second, save it as a baseline Begin entering actual information –Actual costs
–Percentage complete
J. R. Burns, Texas Tech University
Tracking: MS Project will track—Tracking: MS Project will track—
Task start dates Task finish dates Task duration Task cost work Percentage of task that is complete
J. R. Burns, Texas Tech University
Getting Earned Value Data VisibleGetting Earned Value Data Visible
You can go to view and replace the entry table with the Earned Value table
Or, you can enter the earned value columns into your existing table through the Insert Column facility.– The columns are BCWP, BCWS, ACWP, CV, SC, SPI,
CPI, etc.
You can also request the Tracking Gantt Chart off the LHS side of MS Project
J. R. Burns, Texas Tech University
First set Baseline and then Save itFirst set Baseline and then Save it
Go to Project Click on Set Baseline
J. R. Burns, Texas Tech University
Entering actual start & Finish dates for a task
Entering actual start & Finish dates for a task
On the view bar, click Gantt chart In the task name field select the task to update On the Tools menu, point to tracking and click
Update Tasks Under Actual, type the dates in the Start and
Finish boxes
J. R. Burns, Texas Tech University
To enter Actual CostsTo enter Actual Costs
You can change the table to the cost table Or you can insert the actual cost column into
the entry table Click on File on the task bar Then click on options Then click on Schedule Then uncheck “Actual costs are always
calculated by Project” Click OK
J. R. Burns, Texas Tech University
Indicating progress on a task as a percentage
Indicating progress on a task as a percentage
In the task name field of the Gantt Chart Double click—this brings up the task
information sheet Select the general tab In the percentage complete box type a whole
number between 0 and 100
J. R. Burns, Texas Tech University
Entering actual costs for a resource assignment
Entering actual costs for a resource assignment
On the Tools menu, click options, then click the calculation tab
Clear the Actual costs are always calculated by MS Project check box
Click OK On the view bar, click Task usage On the view menu, point to the Table, and click Tracking Drag the divider bar to the right to view the Activity Cost
field In the activity cost field, type the actual cost for the
assignment for which you want to update costs
J. R. Burns, Texas Tech University
Process Maturity and Project Closeout
Process Maturity and Project Closeout
James R. Burns
J. R. Burns, Texas Tech University
Tonight:Tonight:
TTU Student Chapter PMI meeting, 7 pm, lecture room 015
Speaker is Angie Newsome, MSM, PMP, PMI-SP Vice President of Programs PMI West Texas Chapter
J. R. Burns, Texas Tech University
Thursday Night:Know Your Industry
Thursday Night:Know Your Industry
AITP meeting 6 pm Rm 287 Speaker is Steven Latham from South Plains
Electric Cooperative
J. R. Burns, Texas Tech University
Maturity ModelsMaturity Models
Software Quality Function Deployment Capability Maturity Model Project Maturity Model See pages 344-347?? of Schwalbe, 7th Edition
J. R. Burns, Texas Tech University
Quality Function DeploymentQuality Function Deployment
Translates the “voice of the customer” into Translates the “voice of the customer” into technical design requirementstechnical design requirementsCustomer is KingCustomer is King
Displays requirements in matrix diagramsDisplays requirements in matrix diagrams First matrix called “house of quality”First matrix called “house of quality” Series of connected housesSeries of connected houses
J. R. Burns, Texas Tech University
Quality HouseQuality House
Trade-off matrix
Design characteristics
Customer requirements
Target values
Relationship matrix
Competitive assessment
Imp
ort
ance
11 22
33
44
55
66
J. R. Burns, Texas Tech University
Iro
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and
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Competitive Assessment
Customer RequirementsCustomer Requirements 1 2 3 4 5
Presses quickly 9 B A XX
Removes wrinkles 8 AB XX
Doesn’t stick to fabric 6 XX BA
Provides enough steam 8 AB XX
Doesn’t spot fabric 6 XX AB
Doesn’t scorch fabric 9 A XXB
Heats quickly 6 XX B A
Automatic shut-off 3 ABXX
Quick cool-down 3 XX A B
Doesn’t break when dropped 5 AB XX
Doesn’t burn when touched 5 AB XX
Not too heavy 8 XX A B
J. R. Burns, Texas Tech University
En
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We
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Nu
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Tim
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Tim
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Pro
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Customer RequirementsCustomer Requirements
Presses quickly - - + + + -
Removes wrinkles + + + + +
Doesn’t stick to fabric - + + + +
Provides enough steam + + + +
Doesn’t spot fabric + - - -
Doesn’t scorch fabric + + + - +
Heats quickly - - + -
Automatic shut-off +
Quick cool-down - - + +
Doesn’t break when dropped + + + +
Doesn’t burn when touched + + + +
Not too heavy + - - - + -
Iro
ns
wel
lE
asy
and
sa
fe t
o u
se
J. R. Burns, Texas Tech University
En
erg
y n
eed
ed t
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Wei
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t o
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on
Siz
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f so
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Th
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of
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pla
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Mat
eria
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mb
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Siz
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Tim
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45
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Tim
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rom
450
º to
10
0º
Pro
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cove
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ole
pla
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Au
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--
++
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J. R. Burns, Texas Tech University
En
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Units of measure ft-lb lb in. cm ty ea mm oz/s sec sec Y/N Y/N
Iron A 3 1.4 8x4 2 SS 27 15 0.5 45 500 N Y
Iron B 4 1.2 8x4 1 MG 27 15 0.3 35 350 N Y
Our Iron (X) 2 1.7 9x5 4 T 35 15 0.7 50 600 N Y
Estimated impact 3 4 4 4 5 4 3 2 5 5 3 0
Estimated cost 3 3 3 3 4 3 3 3 4 4 5 2
Targets 1.2 8x5 3 SS 30 30 500
Design changes * * * * * * *
Ob
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J. R. Burns, Texas Tech University
Capability Maturity ModelCapability Maturity Model
Developed in preliminary form by Watts Humphries (published in a book he wrote that appeared in 1989)
Refined by the SEI (Software Engineering Institute) , a spin-off of Carnegie Mellon University in Pittsburgh
Known as the CMM Discussed in Schwalbe, page 344-347 (approx)
J. R. Burns, Texas Tech University
Immature Software OrganizationsImmature Software Organizations
Processes are ad hoc, and occasionally chaotic.
Processes are improvised by practitioners ON THE FLY.
Testing, reviews and walkthroughs usually curtailed under stress.
Quality is unpredictable.
J. R. Burns, Texas Tech University
Immature Software Organizations, Cont’d
Immature Software Organizations, Cont’d
Costs and schedules are usually exceeded.
Reactionary management is usually firefighting.
Success rides on individual talent and heroic effort.
Technology benefits are lost in the noise.
J. R. Burns, Texas Tech University
Mature Software OrganizationsMature Software Organizations Processes are defined and documented. Roles and responsibilities are clear. Product and process are measured. Processes and projects finish on time and
within budget Management has time to plan, monitor, and
communicate.
J. R. Burns, Texas Tech University
Mature Software Organizations, Cont’d
Mature Software Organizations, Cont’d
Quality, costs, and schedules are predictable
Management is committed to continuous improvement.
Technology is used effectively within defined processes.
J. R. Burns, Texas Tech University
Software Process DefinitionSoftware Process Definition
Project Planning Project Management Software Engineering Procedures Software standards Software Quality Evaluation Software Configuration management
J. R. Burns, Texas Tech University
The Five Levels of Software Process Maturity
The Five Levels of Software Process Maturity
INITIAL REPEATABLE DEFINED MANAGED OPTIMIZING
J. R. Burns, Texas Tech University
InitialInitial
Software processes are ad hoc, even chaotic–Software processes are ‘invented’ on the fly
The software processes are not defined Success depends on individual effort The environment is not stable
J. R. Burns, Texas Tech University
Initial, ContinuedInitial, Continued
The benefits of software engineering practices are undermined
Planning is nonexistent or ineffective Process capability is unpredictable because
the software process is constantly changed or modified as the work progresses
J. R. Burns, Texas Tech University
RepeatableRepeatable
Basic project management policies and procedures are established
Cost, schedule and functionality (scope) are tracked by module and task
A process discipline is put in place to repeat earlier successes
Managing new projects is based on experience with similar projects
J. R. Burns, Texas Tech University
Repeatable, ContinuedRepeatable, Continued
Basic software management controls are installed
Estimations of cost and time to complete are based on history for similar projects
Problems are identified and documented Software requirements are baselined (made
tough to change)
J. R. Burns, Texas Tech University
Repeatable, ContinuedRepeatable, Continued
Project standards are defined Project teams work with their customers and
subcontractors to establish stable, managed working environments
Process is under the control of a project management system that is driven by performance on previous projects
A project performance database is defined and populated
J. R. Burns, Texas Tech University
DefinedDefined
Software processes are documented Software processes are standardized and
integrated organization-wide All projects use documented and approved
versions of the organization’s processes of developing and maintaining software
A Software Engineering Process Group (SEPG) is created to facilitate process definition and improvement efforts
J. R. Burns, Texas Tech University
Defined, ContinuedDefined, Continued
Organization-wide training programs are implemented
Organization-wide standard software processes can be refined to encompass the unique characteristics of the project
A peer review process is used to enhance product quality
Process capability is stable and based on a common understanding of processes, roles, and responsibilities in a defined process
J. R. Burns, Texas Tech University
ManagedManaged
Quantitative quality goals are defined Product quality and productivity are measured
and collected Both processes and products are
quantitatively understood Both processes and products are controlled
using detailed measures A productivity and quality database is defined
J. R. Burns, Texas Tech University
Managed, ContinuedManaged, Continued
Projects achieve control by narrowing the variation in performance to within acceptable boundaries
Process variation is controlled by use of a strategic business plan that details which product lines to pursue
Risks associated with moving up the learning curve of a new application domain are known and carefully managed
Process capability is measured and operating within measurable limits
J. R. Burns, Texas Tech University
OptimizingOptimizing
Continuous process improvement is enabled by quantitative feedback
Continuous process improvement is assessed from testing innovative ideas and technologies
Weak process elements are identified and strengthened
Defect prevention is explicit
J. R. Burns, Texas Tech University
Optimizing, Cont’dOptimizing, Cont’d
Statistical evidence is available on process effectiveness
Innovations that exploit the best software engineering practices are identified
Improvement occurs from– INCREMENTAL ADVANCEMENTS IN EXISTING
PROCESSES
– INNOVATIONS USING NEW TECHNOLOGIES AND METHODS
J. R. Burns, Texas Tech University
How are firms doing??How are firms doing??
Many U.S. firms have reached the highest level, OPTIMIZING
Indian firms may be doing better
J. R. Burns, Texas Tech University
Organizational Project Management Maturity Model (OPM3)
Organizational Project Management Maturity Model (OPM3)
1. Ad-Hoc: The project management process is described as disorganized, and occasionally even chaotic. The organization has not defined systems and processes, and project success depends on individual effort. There are chronic cost and schedule problems.
2. Abbreviated: There are some project management processes and systems in place to track cost, schedule, and scope. Project success is largely unpredictable and cost and schedule problems are common.
3. Organized: There are standardized, documented project management processes and systems that are integrated into the rest of the organization. Project success is more predictable, and cost and schedule performance is improved.
4. Managed: Management collects and uses detailed measures of the effectiveness of project management. Project success is more uniform, and cost and schedule performance conforms to plan.
5. Adaptive: Feedback from the project management process and from piloting innovative ideas and technologies enables continuous improvement. Project success is the norm, and cost and schedule
performance is continuously improving.
J. R. Burns, Texas Tech University
Enter CMMI: Capability Maturity Model Integration
Enter CMMI: Capability Maturity Model Integration
In 2007, the SEI asserted that it would no longer support the old SW-CMM.
On Dec 31, 2007 all SW-CMM appraisal results were expired
The purpose of the CMMI was to focus process maturity more towards project performance
Organizations must now upgrade to the CMMI The CMMI is vastly improved over the CMM Emphasis is on business needs, integration and
institutionalization
J. R. Burns, Texas Tech UniversitySlide 41 of 146
CMMI Staged Representation - 5 Maturity Levels
Level 5
Initial
Level 1
Processes are unpredictable, poorly controlled, reactive.
Managed
Level 2
Processes are planned, documented, performed, monitored, and controlled at the project level. Often reactive.
Defined
Level 3 Processes are well characterized and understood. Processes, standards, procedures, tools, etc. are defined at the organizational (Organization X ) level. Proactive.
Quantitatively Managed
Level 4
Processes are controlled using statistical and other quantitative techniques.
Optimizing
Proce
ss
Mat
urity
Process performance continually improved through incremental and innovative technological improvements.
J. R. Burns, Texas Tech University
CMMI OriginsCMMI Origins
The CMMI was derived from the 1. SW-CMM—capability maturity model for software
2. EIA/IS – electronic Industries Alliance Interim Standard
3. IPD-CMM—Capability Maturity Model for Integrated Product Development
1. CMMI architecture is open and designed to accommodate additional disciplines, like
1. CMMI-DEV – processes for development
2. CMMI-ACQ—processes required for supplier sourcing
3. CMMI-SVC—processes required for services
J. R. Burns, Texas Tech University
CMMI: cap mat model integrationCMMI: cap mat model integration
Level 0: Incomplete No goal. Level 1: Performed The process supports and enables achievement of the specific goals
of the process area by transforming identifiable input work products to produce identifiable output work products.
Level 2: Managed The process is institutionalized as a managed process. Level 3: Defined The process is institutionalized as a defined process. Level 4: Quantitatively Managed The process is institutionalized as a quantitatively managed process. Level 5: Optimizing The process is institutionalized as an optimizing process.
J. R. Burns, Texas Tech University
Use of this tool has shown…Use of this tool has shown…
The Engineering and Construction Industries have a higher level of maturity than do the information systems and software development disciplines
J. R. Burns, Texas Tech University
Completing and Terminating a Project
Completing and Terminating a Project
James Burns
J. R. Burns, Texas Tech University
CompletingCompleting
Integration Testing–Regression methods
Final Testing Acceptance Testing Installation/Conversion Training
J. R. Burns, Texas Tech University
Purpose of Acceptance TestingPurpose of Acceptance Testing
to get paid every dime that you are owed!! When is the best time to write the Acceptance
Test Plan Why??? Who dictates what those tests will consist of? Do you think there should be at least one test
for each and every defined requirement?
J. R. Burns, Texas Tech University
Final, Thorough TestFinal, Thorough Test
Do beta testing?? Run some old integration tests Devise true-to-life tests Try to overload the system Try to break it by entering wrong inputs, out of
range values, etc. Test user documentation as well.
J. R. Burns, Texas Tech University
TrainingTraining
Usually, not enough budget is set aside for training
At the mid-market level and lower, training budgets are slim–On-line, context-sensitive help is one answer
J. R. Burns, Texas Tech University
Customer SurveyCustomer Survey
Degree to which objectives were achieved? Degree to which users accepted and endorsed
the product
Overall satisfaction level Best if done by an outside survey agency or
firm
J. R. Burns, Texas Tech University
Lessons Learned—HERE ARE SOME POSSIBILITIES
Lessons Learned—HERE ARE SOME POSSIBILITIES
Allow enough time? Make it fun? Beginnings are important! Top management support is critical! Managing change is 50 percent of project
management! Next time, make management reviews interactive! Next time, set realistic milestone dates, but stick
to the schedule! Next time, plan at a workable level!
J. R. Burns, Texas Tech University
PracticesPractices
A walkthrough after every design phase is a good practice
Architectural design– Then a walkthrough
Medium-level design–A walkthrough
Database design–A walkthrough
Detailed design–A walkthrough
J. R. Burns, Texas Tech University
Software Tools--use themSoftware Tools--use them
Librarians--keep track of who changed what when– also called Code Management Systems
Module Management Systems– automate the building of an entire software system–Visual Studio is one example–Eclipse is another
Performance Coverage analyzer– determines where all the computing time is being spent– traces sections of the system that were executed, their
frequency and duration
J. R. Burns, Texas Tech University
More ToolsMore Tools
Source code analyzers– Tells you where you’re doing strange or inefficient
things in the source code
– Lets you find all usages of a particular variable or string
Test Manager– makes regression testing very simple
Debugger– Program stop, trace, and step through
J. R. Burns, Texas Tech University
ClosingClosing
The closing process Provide a warranty–Be willing to address any problems that crop up
within a six-month period of installation
J. R. Burns, Texas Tech University
TerminationTermination
Get paid Populate History Database Document Lessons Learned– Post project review (also called a POSTMORTEM)– Write down what went well, what could have been
improved, make suggestions for follow on projects, gather more statistics on actual vs. planned performance
– Produce a formal report Write follow-on proposal for next project Sell the next project
J. R. Burns, Texas Tech University
MaintenanceMaintenance
Should be considered as a separate project, separately funded, so you can get paid for all of the development work
J. R. Burns, Texas Tech University
Checklist for Closeout & Termination Stage
Checklist for Closeout & Termination Stage
New system is up and running smoothly Conversion and cutover from any older
systems is complete End users are trained and comfortable with
new system Warranty is provided The next project is sold A post project review (POSTMORTEM) is held Responsibility and method of ongoing
maintenance is defined
J. R. Burns, Texas Tech University
User documentationUser documentation
Run/installation manual User’s Guide Maintenance Guide Training documentation
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