using ms project for execution & control

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


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


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


First set Baseline and then Save itFirst set Baseline and then Save it

Go to Project Click on Set Baseline


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


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


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


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


Process Maturity and Project Closeout

Process Maturity and Project Closeout

James R. Burns


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


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


Maturity ModelsMaturity Models

Software Quality Function Deployment Capability Maturity Model Project Maturity Model See pages 344-347?? of Schwalbe, 7th Edition


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


Quality HouseQuality House

Trade-off matrix

Design characteristics

Customer requirements

Target values

Relationship matrix

Competitive assessment

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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


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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 + - - - + -

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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 * * * * * * *

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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)


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.


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.


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.


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.


Software Process DefinitionSoftware Process Definition

Project Planning Project Management Software Engineering Procedures Software standards Software Quality Evaluation Software Configuration management


The Five Levels of Software Process Maturity

The Five Levels of Software Process Maturity

INITIAL REPEATABLE DEFINED MANAGED OPTIMIZING


Five LevelsFive Levels


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


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


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


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)


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


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


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


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


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


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


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


How are firms doing??How are firms doing??

Many U.S. firms have reached the highest level, OPTIMIZING

Indian firms may be doing better


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.


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

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urity

Process performance continually improved through incremental and innovative technological improvements.


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


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.


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


Completing and Terminating a Project

Completing and Terminating a Project

James Burns


CompletingCompleting

Integration Testing–Regression methods

Final Testing Acceptance Testing Installation/Conversion Training


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?


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.


InstallationInstallation

going live


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


ConversionConversion

Crash Parallel Pilot


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


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!


Closing BashClosing Bash

Party? Rap song? Actor?


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


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


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


ClosingClosing

The closing process Provide a warranty–Be willing to address any problems that crop up

within a six-month period of installation


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


MaintenanceMaintenance

Should be considered as a separate project, separately funded, so you can get paid for all of the development work


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


User documentationUser documentation

Run/installation manual User’s Guide Maintenance Guide Training documentation


That’s it, Folks…That’s it, Folks…

using ms project for execution & control

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