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Status Tracking

Status Tracking. An important aspect of project management is tracking or monitoring the project progress . The essence of project monitoring is a) measuring the status and b) understanding/deciding whether any adjustment needs to be made. The fundamental concept/technique involves

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Status Tracking

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  1. Status Tracking • An important aspect of project management is tracking or monitoring the project progress. • The essence of project monitoring is • a) measuring the status and • b) understanding/deciding whether any adjustment needs to be made. • The fundamental concept/technique involves • comparing the “actual” vs. “planned”

  2. Project Status Monitoring of “Cost & Schedule” with Earned Value • One measurement of software project progress is via using the metrics from “Earned Value Management” • Fundamentally, this is based on comparing the effortsbetween : • planned effort (cost) and • actual effort (cost) • ** It also assumes that the pieces of work required to complete a project is well defined and the effortneeded to complete each task is estimated and tracked. ** • (e.g. a master schedule, based on WBS, is in place)

  3. Some Definitions • Some Basic Definitions: • Budgeted cost of Work (BCW) : the estimated effort for each work item / task • Budgeted Cost of Work Scheduled (BCWS) : the sum of the estimated effort for all the tasks that were scheduled to be completed by the specified time (sum of BCW’s that were scheduled to be completed by that date). • Budget at Completion (BAC) : the estimate of the total project effort or the total of all the BCWs • Planned Value (PV) : the percentage of the total estimated effort that is assigned to the particular task, j, or (BCW of j)/ BAC • Budgeted Cost of Work Performed (BCWP) : the sum of the estimated effort of the tasks that have beencompleted by the specified time. • Actual Cost of Work Performed (ACWP) : the sum of the actualefforts expended for the tasks that have been completed

  4. Details of an Example note Date : 4/5/2004 Actual Effort spent so far in Pers-days Estimated Completion date Actual Completion date Estimated Effort in Pers-days Work Tasks 1 10 2/5/04 10 2/5/04 2 3/25/04 15 25 3/15/04 3 1 9 30 4/25/04 4 25 20 5/5/04 4/1/04 5 15 6 5/25/04 20 5 6 6/10/04 Each estimated effort is the BCW (e.g. for work task 3 it is 30 person days). BAC = 10+15+30+25+15+20 = 115 person-days BCWS (on 4/5/04 – tasks 1 and 2 were scheduled to be completed) = 10+15 = 25 person days BCWP (on 4/5/04 –tasks 1, 2, and 4 are completed) = 10 +15+25 = 50 person-days ACWP (on 4/5/04 – actual cost of tasks completed) = 10 + 25 + 20 = 55 person-days

  5. Earned Value • Earned Value, EV, is an indicator that will tell us how much of the total estimated/budgeted work is completed at the “specified time.” EV = BCWP / BAC • In our example, on 4/5/2004: EV = 50 / 115 = .434 or approximately 43% complete

  6. Two important Variance Metrics • Schedule Variance (SV) : the difference between the estimated efforts of the tasks that have been completed by the specified time and the estimated efforts of the tasks that were scheduled to be completed by the specified time or • SV = BCWP - BCWS • in our example on 4/5/2004 : SV = 50 – 25 = +25 person days • ( we are 25 person-days ahead in schedule _ • Cost Variance (CV) : the difference between the estimated efforts of the tasks that have been completed by the specified time and the actual efforts expended for the tasks that have been completed at the specified time or • CV = BCWP - ACWP • in our example on 4/5/04 : CV = 50 – 55 = -5 person days • ( we have a 5 person-days of over-run in cost)

  7. Graphical Representation Beating schedule ACWP BCWP ∆ = Cost Variance = BCWP-ACWP BAC (∑ of BCW’s) Effort ∆ = Schedule Variance = BCWP - BCWS BCWS 4/5/2004 Time

  8. Two important Index Metrics • Schedule Performance Index (SPI): SPI = BCWP / BCWS • If SPI is 1 then I am on schedule target • If SPI < 1 then behind ; SPI >1 then ahead of schedule • In our example on 4/5/02: SPI = 50/25 = 2 • Cost Performance Index (CPI) : CPI = BCWP / ACWP • If CPI is 1 then I am on cost target • If CPI < 1 then cost over-run ; CPI > 1 then cost under-run • In our example on 4/5/02: CPI = 50/55 = .90 Would CPI index be more intuitive if it were flipped ? (e.g. CPI = ACWP/BCWP)

  9. Non-EVM: Now let’s look at tracking “quality” • Tracking status is comparing actual versus planned • But for tracking quality, we rarely have the estimated or “planned” number of bugs to be discovered ! So what do we do?

  10. Quality Status (Test) Tracking • One way to track quality is to track testing results through the whole test period. • Track the number of errors discovered from day-to-day or week-to-week. • Track the mean-time between discovering a defect from day-to-day or week-to-week • In the first case, we would like to see the number decrease from day-to-day or week-to-week. • In the second case we alike to see the mean-time increase from day-to-day or week-to-week.

  11. Defect Discovery Rate Tracking Desirable Curves Number of defect # of bugs discovered OR Mean-time to failure Mean-time between bug discovery week

  12. Possible Project post -mortem • Parameters to be considered : planned vs “real” • Project Size • Project Cost • Project Schedule • Project Quality • Project Process & Methodology “Impact” • Project Tools “impact” • Other attributes

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