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Agenda for Manage Activity

Agenda for Manage Activity. 1. Objectives 2. People 3. Cost and schedule 4. Risks and TPPs 5. Issues and action items 6. Life cycle plan 7. Facilities, tools, and capital 8. Library and communications 9. Configurations, changes, and problems 10. Legal 11. Homework. 1.Objectives.

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Agenda for Manage Activity

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  1. Agenda for Manage Activity • 1. Objectives • 2. People • 3. Cost and schedule • 4. Risks and TPPs • 5. Issues and action items • 6. Life cycle plan • 7. Facilities, tools, and capital • 8. Library and communications • 9. Configurations, changes, and problems • 10. Legal • 11. Homework

  2. 1.Objectives • Manage activity • Product-based activities • Products used to control • Completion criteria 1. Objectives

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

  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. Objectives

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

  6. Pseudo-Completion Criteria • None 1. Objectives

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

  8. Example -- 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

  9. Example -- 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

  10. 3. Cost and Schedule • Work breakdown structure (WBS) • Events • Tasks and level of effort (LOE) • Resources • Schedules • Cost/schedule control system 3. Cost and schedule

  11. Cost and Schedule Control Contract -- price -- schedule SOW CDRLs Work breakdown structure Tasks & LOE Events Cost & schedule control Schedule Resources 3. Cost and schedule

  12. Work Breakdown Structure (WBS) • 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. Cost and schedule

  13. WBS 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 cost and schedule to be managed with respect to the WBS 3. Cost and schedule

  14. WBS 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. Cost and schedule

  15. WBS Example 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. Cost and schedule

  16. Events • Events are important occurrences • Examples include • Start of program • Reviews • Build completions • Test completions • Sell off 3. Cost and schedule

  17. 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. Cost and schedule

  18. Tasks and Level of Effort (LOE) • A task -- a piece of work. Cost 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. Cost and schedule

  19. Resources • 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. Cost and schedule

  20. Estimating Cost • Process of assigning resources to each task and each level of effort activity 3. Cost and schedule

  21. Techniques for Estimating Cost • 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. Cost and schedule

  22. Schedule • Gantt Chart • PERT • IMS/SEMS • IMP/SEDS 3. Cost and schedule

  23. Gantt Chart • 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 3. Cost and schedule

  24. PERT (1 of 2) • 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 3. Cost and schedule

  25. PERT (2 of 2) • Allows computing metrics such as critical path and amount of slack (float) • Stands for program evaluation and review technique 3. Cost and schedule

  26. PERT Events • Can be added to PERT to fix points in time • Examples are • Start date • End date • Fixed milestones 3. Cost and schedule

  27. 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 3. Cost and schedule

  28. PERT Linkages Finish-to-start Event Event Start-to-finish Event Event Event Start-to-start Event Event Finish-to-finish Event 3. Cost and schedule

  29. PERT Definitions (1 of 2) • 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 3. Cost and schedule

  30. PERT Definitions (2 of 2) • 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 3. Cost and schedule

  31. PERT Task Constraints (1 of 2) • 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 3. Cost and schedule

  32. PERT Task Constraints (2 of 2) • 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 3. Cost and schedule

  33. IMP/SEMS (1 of 2) • Integrated master plan (IMS) -- US Air Force • System engineering master schedule (SEMS) -- US Navy • A list of major events with entry and exit criteria 3. Cost and schedule

  34. IMP/SEMS (2 of 2) • Maps events, accomplishments, and entry and exit criteria to teams, SOW, 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 3. Cost and schedule

  35. IMP/SEMS Example Activity Event Team SOW 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 3. Cost and schedule

  36. IMP/SEMS Guidelines (1 of 4) • Agree on technical and management approach before starting • Take advantage of similarity. For example, many products will have exactly the same events, accomplishments, and criteria. 3. Cost and schedule

  37. IMP/SEMS Guidelines (2 of 4) • 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 3. Cost and schedule

  38. IMP/SEMS Guidelines (3 of 4) • Use IMP/SEMS to optimize the program. • For example, some but not all products may have multiple build or prototypes • Choose a standard numbering system that encompasses activities, accomplishments, entry criteria, and exit criteria 3. Cost and schedule

  39. IMP/SEMS Guidelines (4 of 4) • Automate to ensure quality of IMP/SEMS • Use company standards if available; seek experienced help 3. Cost and schedule

  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 3. Cost and schedule

  41. Cost and Schedule Control System • Requirements • Performance measurements 3. Cost and schedule

  42. Requirements • DFAR clause 52.234-7001 • Required description of C/SCS • Requires customer review • Requires access to all related records 3. Cost and schedule

  43. Performance Measurements (1 of 3) • Scheduled work -- budget representing the way work is scheduled. Also called budgeted cost of work scheduled (BCWS) • Performed work -- the value of the work actually completed. Also called budgeted cost of work performed (BCWP) • Actual cost of work -- The cost of doing the work completed. Also called actual cost of work performed (ACWP) 3. Cost and schedule

  44. Performance Measurements (2 of 3) • Budget at complete (BAC) -- total planned work • Estimate at complete (EAC) -- actual cost to date plus estimate of work to be performed 3. Cost and schedule

  45. Performance Measurements (3 of 3) • Schedule performance index (SPI) • BCWPcum/BCWScum • >1 ahead of schedule • <1 behind schedule • Cost performance index (CPI) -- • BCWPcum/ACWPcum • >1 ahead of schedule (over run) • <1 behind schedule (under run) 3. Cost and schedule

  46. Example 1 -- Scheduled Work 3. Cost and schedule

  47. Example 2 -- Work Performed (1 of 2) 3. Cost and schedule

  48. Example 2 -- Work Performed (2 of 2) SVcum Performed Scheduled 3. Cost and schedule

  49. Example 3 -- Actual Cost of Work (1 of 2) 3. Cost and schedule

  50. Example 3 -- Actual Cost of Work (2 of 2) CVcum Work performed Actual cost 3. Cost and schedule

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