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Agenda for Manage Activity

Agenda for Manage Activity. 1. Objective 2. People 3. Budget and schedule 4. Schedules 5. Homework. 1.Objective. Manage activity Manage tasks Completion criteria Pseudo-completion criteria. 1. Objective. Manage activity.

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Agenda for Manage Activity

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  1. Agenda for Manage Activity • 1. Objective • 2. People • 3. Budget and schedule • 4. Schedules • 5. Homework

  2. 1.Objective • Manage activity • Manage tasks • Completion criteria • Pseudo-completion criteria 1. Objective

  3. Manage activity • The manage activity establishes the development environment and controls development of the product 1. Objective

  4. Manage Tasks schedule budget people Control cost & schedule Provide staff facilities tools capital communications library risks, TPPs Control risk issues actions Resolve issues & actions Provide environment life cycle plan configurations changes problems Generate life cycle plan Control change 1. Objective

  5. Completion Criteria • Complete when the product is sold to the customer 1. Objective

  6. Pseudo-Completion Criteria • None 1. Objective

  7. 2. People • Most important asset • Key people • Attributes • Finding people 2. People

  8. Most important asset • Good people are the most important asset for successful product development 2. People

  9. Key people (1 of 2) • Technologist -- knows the principles of what is to be designed • Designer -- knows how product can be build • Builder -- makes the product work • Customer interface -- interacts with customer 2. People

  10. Key people (2 of 2) • Tester -- tests the product • Contract and administrative -- handles technical contract and money issues • Environmental expert -- knows requirements imposed by environment • Specialty expert -- knows reliability and maintainability • Supportability expert - knows supportability 2. People

  11. Attributes • Have proven experience in needed area • Take ownership • Skilled in technology or management • Can work in teams • Have big-picture perspective; aren’t parochial 2. People

  12. Finding people • Direct encounter • Reference from trusted colleagues • Functional organization 2. People

  13. 3. Budget and schedule • Budget-and-schedule diagram • Work breakdown structure (WBS) • Events • Tasks and level of effort (LOE) • Resources • Schedules • Cost/schedule control system (C/SCS) 3. Budget and schedule

  14. Budget-and-schedule diagram Contract -- price -- schedule contract CDRLs Work breakdown structure Tasks & LOE Events Budget & schedule control Schedule Resources 3. Budget and schedule

  15. WBS (1 of 4) • Definition • A product-oriented family tree composed of hardware, software, services, and data that completely defines a product • Usually applied at the top level (project level) • Defines the products to be produced and relates work to be accomplished to the end product 3. Budget and schedule

  16. WBS (2 of 4) • Government approach • MIL-STD-881A defines approach to WBS • Customer • Uses WBS to compare proposals against guidelines to determine if proposals are reasonable • Sometimes specifies the WBS • Requires Budget and schedule to be managed with respect to the WBS 3. Budget and schedule

  17. WBS (3 of 4) • Types • Contract WBS (CWBS) -- Complete WBS applicable to a particular contract or procurement action • Project WBS -- Contains all WBS elements related to the development or production of an item; formed by combining all CWBSs in a program 3. Budget and schedule

  18. WBS (4 of 4) Aircraft system Air vehicle System ILS System test System I&T Program management Aircraft Avionics Mgt SE This example is typical of a MIL-ST-881A WBS, but it does not align well with hierarchy of products 3. Budget and schedule

  19. Events (1 of 2) • Definition • Events are important occurrences • Examples include • Start of program • Reviews • Build completions • Test completions • Sell off 3. Budget and schedule

  20. Events (2 of 2) • Event characterization • Characterized by a set of entry and exit criteria • Examples of entry criteria include • Specification and interfaces complete • Design complete • Examples of exit criteria include • Agreement that design is adequate • Consensus that testing is adequate 3. Budget and schedule

  21. Tasks and level of effort (LOE) • A task -- a piece of work. Budget and schedule control systems prefer the use of tasks as opposed to level of effort • Level of effort (LOE) -- work that is performed assuming one person produces a fixed amount of work 3. Budget and schedule

  22. Resources (1 of 3) • Definition • Work and material assigned to a task • The amount of work assigned is determined using cost estimating techniques similar to those used to make the original proposal for the work 3. Budget and schedule

  23. Resources (2 of 3) • Estimating Cost • Process of assigning resources to each task and each level of effort activity 3. Budget and schedule

  24. Resources (3 of 3) • Techniques for estimating costs • Actual experience by the contractor • Rules of thumb such as $xx per line of code • Standard cost estimating guidelines like the Air Force guideline LS-24 for predicting cost of documentation 3. Budget and schedule

  25. 4. Schedules • Gantt chart • PERT • IMS/SEMS • IMP/SEDS • Budget and schedule system 4. Schedules

  26. Gantt chart • Definition • A simple schedule that shows events Vs time • May show interconnectivity of events Buy material Dig holes String wire Install gate 1 2 3 4 Day 4. Schedules

  27. PERT (1 of 8) • Definition • A task based schedule with interconnectivity shown • Usually computerized to allow easy adjustment of events and durations. • Tools that support PERT include • Primavera • Microsoft Project • Allows computing metrics such as critical path and amount of slack (float) • Stands for program evaluation and review technique 4. Schedules

  28. PERT (2 of 8) • PERT events • Can be added to PERT to fix points in time • Examples are • Start date • End date • Fixed milestones 4. Schedules

  29. PERT (3 of 8) • PERT tasks • Represent blocks of labor • Normally have a duration • Are linked to a predecessor task or an event • May be involved in multiple links 4. Schedules

  30. PERT (4 of 8) PERT linkages Finish-to-start Event Event Start-to-finish Event Event Event Start-to-start Event Event Finish-to-finish Event 4. Schedules

  31. PERT (5 of 8) • Definitions use in PERT • Total slack -- Amount of time by which a task can be delayed without delaying project completion • Free slack -- Amount of time by which a task can be delayed without delaying another task • Float -- Same as free slack 4. Schedules

  32. PERT (6 of 8) • Critical path -- The path, or sequence, of tasks that must be completed to finish project on time • Constraint -- A limitation placed on the start or finish of a task • Dependency relationship -- The relationship between a dependent task and its predecessor • Resource allocation -- Assignment of quantifiable amount of work to a task 4. Schedules

  33. PERT (7 of 8) • PERT task constraints • As soon as possible -- unconstrained • As late as possible -- delay without holding up project • Start no later than -- start on or before designated date • Must start on -- start on designated date 4. Schedules

  34. PERT (8 of 8) • Start no earlier than -- start on or after designated date • Finish no later than -- finish on or before designated date • Must finish on -- finish on designated date • Finish no later than -- finish on or after designated date 4. Schedules

  35. IMP/SEMS (1 of 5) • Definition • Integrated master plan (IMS) -- US Air Force • System engineering master schedule (SEMS) -- US Navy • A list of major events with entry and exit criteria • Maps events, accomplishments, and entry and exit criteria to teams, contract, work breakdown structure (WBS), and contract line items • IMP and SEMS are major tools for obtaining early agreement with customer about what constitutes successful completion of an event • A key element of customer oversight 4. Schedules

  36. IMP/SEMS (2 of 5) Example Activity Event Team contract WBS CDRL Number Accomplishment Entry criteria F Preliminary design review 3.4.2 1.8.1.2 F01 Requirements established Dsgn F0101 Spec written Dsgn 3.4.4 1.8.1.2 B021 F0102 I/Fs written Dsgn 3.4.4 1.8.1.2 B022 4. Schedules

  37. IMP/SEMS (3 of 5) • IMP/SEMS guidelines • 1. Agree on technical and management approach before starting • 2. Take advantage of similarity. For example, many products will have exactly the same events, accomplishments, and criteria. 4. Schedules

  38. IMP/SEMS (4 of 5) • 3. Be wise in choosing events accomplishments, and criteria • Choose meaningful criteria that contractor can control success of • Choose measurable and achievable criteria • Limit the number of criteria to essentials • 4. Use IMP/SEMS to optimize the program. 4. Schedules

  39. IMP/SEMS (4 of 5) • 5. For example, some but not all products may have multiple build or prototypes • 6. Choose a standard numbering system that encompasses activities, accomplishments, entry criteria, and exit criteria • 7. Automate to ensure quality of IMP/SEMS • 8. Use company standards if available; seek experienced help 4. Schedules

  40. IMS/SEDS • Integrated master schedule (IMS) -- US Air Force • System engineering detailed schedule (SEDS) -- US Navy • A PERT built around IMS/SEMS events • Includes resources • Shows optimized schedule with no negative slack 4. Schedules

  41. C/SCS (1 of 10) • Requirement on Government programs • DFAR clause 52.234-7001 • Required description of C/SCS • Requires customer review • Requires access to all related records 4. Schedules

  42. C/SCS (2 of 10) • Performance measurements • 1. Scheduled work -- budget representing the way work is scheduled. Also called budgeted cost of work scheduled (BCWS) • 2. Performed work -- the value of the work actually completed. Also called budgeted cost of work performed (BCWP) • 3. Actual cost of work -- The cost of doing the work completed. Also called actual cost of work performed (ACWP) • 4. Budget at complete (BAC) -- total planned work 4. Schedules

  43. C/SCS( 3 of 10) • 5. Estimate at complete (EAC) -- actual cost to date plus estimate of work to be performed • 6. Schedule performance index (SPI) • BCWPcum/BCWScum • >1 ahead of schedule • <1 behind schedule • 7. Cost performance index (CPI) -- • BCWPcum/ACWPcum • >1 ahead of schedule (over run) • <1 behind schedule (under run) 4. Schedules

  44. C/SCS (4 of 10) Example -- scheduled work 4. Schedules

  45. C/SCS (5 of 10) Example -- work performed (1 of 2) 4. Schedules

  46. C/SCS (6 of 10) Example -- work performed (1 of 2) SVcum Performed Scheduled 4. Schedules

  47. C/SCS (7 of 10) Example 3 -- actual cost of work (1 of 2) 4. Schedules

  48. C/SCS (8 of 10) CVcum Work performed Actual cost 4. Schedules

  49. C/SCS (9 of 10) • C/SCS work packages • Define increments of work • Should align with natural boundaries • About 3 months long • C/SCS milestones • Events that indicate work being accomplished; e.g. complete document, build board • Should be no more than a month apart 4. Schedules

  50. C/SCS (10 of 10) • C/SCS techniques • Milestones -- work claimed by achieving milestone • Level of effort (LOE) work claimed based on interval of time 4. Schedules

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