tracking the project - page p2-l8-1 mef-transition-p2-l8-1 dr. m.e. fayad lesson 8: tracking &...

Tracking the Project - Page P2-L8-1

MEF-TRANSITION-P2-L8-1 Dr. M.E. Fayad

Lesson 8: Tracking & Controlling the Project

Lesson 8: Tracking & Controlling the Project

Software Software Engineering Engineering

IIII



Lesson ObjectivesLesson Objectives

Understand why OO developments require detailed tracking

Learn how to avoid the perpetually 90% complete syndrome

Understand ways to evaluate OO development success

Objectives



OO PROJECT CONTROL IS AN ACTIVE PROCESS

• Continuous assessment– progress

– risks

– resource availability

• Timely response to changes

DocumentationSwamp

MethodDetour

RqmtChange

early warning system against a losing year, one day at a time.- Fred Brooks



ESTABLISH BASELINE PLAN FOR MEASUREMENT

Resource UtilizationIntegrated Schedule

Object Dependencies and Critical Path

.

Master Schedule

2 2 3 4 6 6 4 4 2 2Staff

Software Schedule

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Sim

ula

tor

Test

To

ol

Resource Untilization

Sim

ula

tor

Test

To

ol

Resource Untilization

Software

Development

Plan



DEVELOP OO TRACKING SYSTEM

Workpackage #1

Title: Prototype GUI

Estimated Hours: 60Estimated LOC: 250

Resources: Workstation Keyboard Simulator Evaluation Team

Earliest Start Date

Schedule Date

Latest Finish

Class/MethodAnalyis

Function/FeaturePoints

InputsOutputsFiles

421

Start with originalestimate

Refine into managable units • 40 to 80 hours granularity • Identify required resources

Construct workpackagedependencies

1/4/93

1/7/93

1/9/93

1/14/93

1/5/93

1/9/93

1/11/93

1/14/93

1/10/93

1/13/93

1/7/93

1/11/93

1/3/93

1/9/93

Resource Utilization



SAMPLE WORKPACKAGE

Identification section

Work Package

Title: Category:

Number: Type:

DEFINITION

Assignment Date Build Number Due Date

Description

WorkPackage Included in Original Estimate?Charge Number

Estimated Manhours Estimated LOCALLOCATION

Actual LOCResponsible Engineer Actual Manhours

Delta Manhours Delta LOCActual Start Date

Completion DateInspection Hours

Current Status

Rework HoursSQA Approval

Work Package

Title: Category:

Number: Type:

DEFINITION

Assignment Date Build Number Due Date

Description

WorkPackage Included in Original Estimate?Charge Number

Estimated Manhours Estimated LOCALLOCATION

Actual LOCResponsible Engineer Actual Manhours

Delta Manhours Delta LOCActual Start Date

Completion DateInspection Hours

Current Status

Rework HoursSQA Approval

Definition section

estimates work to be completed

Allocation section defines current

status and costs

Link to master project schedule

Link to detailed software schedule and PERT network

Link to engineers performing work and metrics database



PROJECTS EARN VALUE AS WORKPACKAGES ARE COMPLETED

• Track only completed workpackage to avoid perpetually 90% complete syndrome

• Use inspections to certify complete workpackages

.

OK

Inspection Report Database

1/4/93

1/7/93

1/9/93

1/14/93

1/5/93

1/9/93

1/11/93

1/14/93

1/10/93

1/13/93

1/7/93

1/11/93

1/3/93

1/9/93



MONITOR PROGRESS WITH WORKPACKAGES

WorkpackageDatabase

• Critical path changes

• Creeping Elegance

• Overbudget areas

• Extended schedules

• Excessive rework

• Resource saturation

• Critical path changes

• Creeping Elegance

• Overbudget areas

• Extended schedules

• Excessive rework

• Resource saturation



SHINGO’S RULES OF RESPONSE

• Control upstream, as close to the source of the potential defect as possible

• Establish controls in relation to the severity of the problem

• Think smart and small. Strive for the simplest, most efficient, and most economical intervention

• Don’t delay improvement by overanalyzing

• Control upstream, as close to the source of the potential defect as possible

• Establish controls in relation to the severity of the problem

• Think smart and small. Strive for the simplest, most efficient, and most economical intervention

• Don’t delay improvement by overanalyzing

Shigeo Shingo, Toyota



DID YOUR OO PROJECT SUCCEED?

• What worked? - What didn’t?– quantitative statistics

– qualitative feelings

• What helped? - What hurt?– significant deviations from plan?

– effective solutions?

– impact of tools and training?

– effective organization?

Conduct an off-site postmortem



TRACKING AND CONTROLLING SUMMARY

1. Project control is an active process

2. Establish tracking system based upon workpackages

3. Respond to metrics with timely, measured responses

4. Conduct project postmortem reviews

1. Project control is an active process

2. Establish tracking system based upon workpackages

3. Respond to metrics with timely, measured responses

4. Conduct project postmortem reviews

tracking the project - page p2-l8-1 mef-transition-p2-l8-1 dr. m.e. fayad lesson 8: tracking &...

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