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Project Tracking

Project Tracking. Questions. Why should we track a project that is underway? What aspects of a project need tracking?. Reasons for Late Projects. overly optimistic scheduling bad estimations during proposal or planning tardy identification of schedule and budget problems

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Project Tracking

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  1. Project Tracking

  2. Questions... Why should we track a project that is underway? What aspects of a project need tracking?

  3. Reasons for Late Projects • overly optimistic scheduling • bad estimations during proposal or planning • tardy identification of schedule and budget problems • noticing too late that we are late • tardy reactions to important events • bad risk management Software Quality Assurance by Galin page 401

  4. Solution to previously listed problems • better estimation • better project tracking • better project tracking

  5. PMPBOK on Monitoring For the PMP Exam, monitoring and controlling entails a total of 10 out of the 42 project management processes defined in the the PMPBOK. There are 3 core elements that support effective monitoring and controlling: Effective definition of project baselines and milestones Effective tracking of project activities and resource utilization Effective risk definition PMP Exam Cram, pg 169

  6. PMPBOK on Monitoring "Why is monitoring and controlling important?" "In general, all project failure and cancellations can be tracked back to the lack of effective controls in one or more of these areas: scope, cost, quality, and risk management." PMP Exam Cram, pg 171

  7. Objectives of Project Tracking • Short Term: • early detection of irregular events • Long Term: • creation of preventive actions • improvement of estimation accuracy modified from Galin page 402

  8. What do we need to track? • Project Schedule • are we hitting the milestones on time • what about the "critical path" milestones • Risks • what might happen • how likely is the problem • what can/should we do • Resources • Humans • Budget Galin section 20.1

  9. How do we track projects? • Use tools!!! • a tool can track the critical path • a tool can track the budget • a tool can alert you to potential resource conflicts • Status Reports • formal - eg weekly status presentations • informal - MBWA - manage by walking around

  10. PMP Tracking Metrics • EV - earned value • budgeted cost for work performed • AC - actual cost • actual cost for work performed; how much $ used so far • PV - planned value • budgeted cost for work scheduled • SPI - schedule performance index • SPI = EV / PV • < 1 -- project is behind schedule • CPI - cost performance index • CPI = EV / AC • < 1 -- project is using more money than expected

  11. Example use of PMP metrics • Your project plan: • 12 milestones, each of equal cost, each of equal time • duration = 10 months • budget = $200,000 • Today: • 4 months into project • at milestone 6 • expended $75,000 • Project Status: • EV = $100K • PV = $80K • AC = $75K • SPI = EV / PV = 1.25 • your are ahead of schedule • CPI = EV / AC = 1.33 • you are under budget

  12. Rajesh is working on a project to create a new inventory management system for a food manufacturer in Sheffield, England. The CEO has told the shareholders that the new system will be in place in six months, without discussing this first with the PMO. At the start of the project, the costs of the project were estimated as $150,000 for design, $700,000 for development, $225,000 for quality assurance.  The project has spent $450,000 so far. The value of the work completed is $375,000. The CPI for the project is 0.83 and the SPI is 0.8. What is the Estimate At Completion? Estimate At Completion = Actual Cost + [(Budget At Completion - Earned Value) /  (Cost Performance Index X Schedule Performance Index)] = $450,000 + [($1,075,000 - $375,000) / (0.83 X 0.8)] = $1,510,606.06 http://testeagle.com/blog/2012/03/how-to-calculate-estimate-at-completion-eac-for-the-pmp-exam/

  13. Example 1 • You notice that design, implementation, and testing of the database component is running about a week behind. • Instead of one week for each of the three tasks, the database tasks will take a total of four weeks. • However, the database can be a week late because it is not on critical path. • Any potential problems?

  14. Example 2 • Task: • Testing the Database • Estimated Duration: • 3 days • Required Resources: • the database requirements specs • the implementation (source code) • real data from customer • test person that has a DB Test certificate • Any Special Scheduling / Tracking Issues?

  15. Example 3 • Initial Unit Testing reports indicate a bug rate of 4.5 / KSLOC. • Should you be concerned? • Further checking finds • Average initial bug rate is 3.1 per KSLOC • StdDev of 0.5 • weighted rate is also higher than average • What actions should be taken?

  16. Example 4 • Well into development, you get an email indicating changes in the interface requirements are necessary based on a demo of the prototype done for the customer. The changes will require a good amount of recoding. • Any SQA tasks necessary?

  17. Example 5 • Your project is using a spiral model. The 9-month project is in the third of four planned iterations. • During the "prototype" phase, a quick monthly audit of Change Requests finds a much higher than normal quantity of requests to modify various design documents. • Any actions necessary? Sep 3 Oct 2 Nov 8 Dec 5 Jan 9 Feb 4 Mar 20 Apr May

  18. And of course,Follow Up • Audit the Tracking Procedures • are we really seeing what is going on? • are the progress reports reporting the important info? • are we tracking what needs to be tracked? • are we talking to the right people?

  19. Maintenance

  20. Types of Maintenance • Corrective • bug fixes, security fixes, etc • Adaptive • new hardware, new OS, … • Perfective • adding new functions • Preventative • Y2K

  21. Where the money goes 33% Rest of Project 40% Corrective Adaptive Functional 15% 12% Software Quality Assurance by Galin, page 256

  22. The big questions… • Why does so much money go into maintenance? • How do we reduce the maintenance costs?

  23. Essential SQA Maintenance Tasks • Maintain Accurate Design Documents • Quality Source Code is Cheaper to Maintain • set and maintain coding standards • conduct peer code reviews • set testing guidelines via a Maintenance Test Plan • Track Maintenance Metrics • mean time to correct errors • mean time to add new function • … • Determine Root Cause of Errors

  24. Does software wear out? errors per KSLOC Time Expected Actual - due to Maintenance Effective

  25. Up Next in the Course You

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