Performance tracking and monitoring.ppt

Project ManagementLecture 8Project Performance Tracking and Monitoring

OverviewImportance of tracking and monitoringCreating a management frameworkTracking the performanceMonitoring the progress and resourceGetting project on the right track

Importance of tracking and monitoringMake sure the projectCan be delivered on time and within budgetIs of good qualityMeets clients needs

What can go wrong in product?Inadequate functionality of a productRelated to software requirements specificationPoor quality of a productRelated to quality managementLate delivery of the productOverly exceeding the budget

Planning, Tracking and MonitoringPlanningKnow where we want to goTrackingKnow where we areMonitoringHow to go from where we are to where we want to go

TrackingFinding out what is happeningNeed a plan and scheduleTo collect data

MonitoringComparing the current status with the targetsNeed a plan, a schedule, collected dataTo exercise control over the projectTo ensure the targets are metTo devise contingency plans

A suggested frameworkPublish initial planMonitor the progressReview the projectNoYes

A suggestion framework (contd)Monitor the progressgather project info.compare progress vs targetsNoYesTake remedial actionPublish revised plan

Tracking the performanceSetting check pointsCollecting data

Check PointBased on regular time intervalsCan be weekly or monthly or quarterlyDepend on what to check and how toBased on a particular eventAt the end of each activityIn the middle of a critical activity

Check Point (contd)Should be set before the plan was publishedMake sure everyone knows when and what the check points are

Collecting dataPartial completion reportRisk report

Partial completion reportIndicate the work done by the personnel and the time spent on the workOptional itemslikelihood of failing to complete the task by the scheduled dateEstimated time of completion

Partial completion report Example

Risk reportingIndicate the likelihood of meeting the scheduled target dateInstead of asking the estimated completion dateUse the traffic-light method

The traffic-light methodFor assessing a productIdentify the key (first-level) elementsBreak them into smaller componentsAssess each component byGreen as on targetAmber as not on target but recoverableRed as not on target and recoverable only with difficulty

The traffic-light method (Contd)Assess the key-level element based on the assessments of their componentsAssess the overall product based on all the assessments (key elements and their components)

The traffic-light method Example

Monitoring the progressNeed to monitor timeNeed to monitor cost

Monitoring the timeTools for visualizing the progressPresenting the collected data in a way that is easy to understandHelp to easily identify the problem activities or areas that need to be taken care of

Visualizing TechniquesThe Gantt chartA static picture showing the current progress of the projectThe TimelineA dynamic picture showing the progress of the project and how the project has changed through time

The Gantt ChartAn activity bar chart showingthe activities, their scheduled dates and durationthe reported progress of the activities;today cursor

The Gantt Chart (contd)

The Slip ChartAdd a slip line on the Gantt chartThe slip line indicates those activities that are either ahead or behind the scheduleToo much bending indicates a need for rescheduling of the overall plan

The Slip Chart (contd)Today

Gantt Chart

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Completed

Scheduled

Planned time (week number)

Sheet1

CompletedScheduled

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Petermodule B15.20.43

Paulmodule C12.452

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Sheet2

Sheet3

The TimelineA plot of the elapsed time against the planned time of the activities indicatingthe actual progress of the activities; and the rescheduled activities by the end of each weekshow where and when the targets have changed through the life of a project

The Timeline (contd)

Timeline

00000

11111

22222

32.6333

4444

4.64.255

566

677

788

89

9

10

Standard

Job1

Job2

Job3

Job4


Actual time (week number)

Timeline chart at week 7

Timedata

PlannedStandardJ1-XJob1J2-XJob2J3-XJob3J4-XJob4

002.603.805.206.80

112.613.815.216.81

222.623.826.226.82

332.62.64.236.237.63

444.246.247.64

4.64.64.24.27.258.25

557.268.26

667.8797

7788

889

99

1010

The Timeline (contd)Can show the slippage of the activities through the life of the projectThe Gantt chart cannotHelp to analyze and understand the trends and reason for changesto avoid slippage in future projects

Monitoring the CostEarned Value AnalysisA cost monitoring technique recommended by DoD of US and Australia

Earned Value AnalysisProduce a baseline budget from the project planCalculate the earned value of each activityEarned value = time for an activity / total time for the projectE.g. earned value = number of days for an activity / number of days for the project

Earned Value Analysis (contd)Monitor the earned valueOnce an activity is completed, its elapsed time is recorded and its earned value (EV) is accumulated to the cumulative EV

Earned Value Analysis (contd)


Gantt-data

CompletedScheduled

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Gantt Chart

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Today

Completed

Scheduled


Slip Chart

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Today

Completed

Scheduled


Timeline

00000

11111

22222

32.6333

4444

4.64.255

566

677

788

89

9

10

Standard

Job1

Job2

Job3

Job4




Timeline-data


002.603.805.206.80

112.613.815.216.81

222.623.826.226.82

332.62.64.236.237.63

444.246.247.64

4.64.64.24.27.258.25

557.268.26

667.8797

7788

889

99

1010

EV-data

TaskBudgeted weeksScheduled completedCumulative weeks% cumulative earned value

Specify overall system66620.0%

Specify module A39930.0%

Specify module B2111136.7%

Check specification1121240.0%

Design module A3151550.0%

Design module B2171756.7%

Code and test module A6232376.7%

Code and test module B4272790.0%

System Integration1282893.3%

System Testing23030100.0%

Earned Value Analysis

00

2020

2020

3025

3025

36.730

36.7

40

40

50

50

56.7

56.7

76.7

76.7

90

90

93.3

93.3

100

Baseline budget

Earned Value

week number

Cumulative cost (%)

Sheet3

Week noBudgetedWeek noEarned Value

6070

620720

9201020

9301025

11301425

1136.71430

1236.7

1240

1540

1550

1750

1756.7

2356.7

2376.7

2776.7

2790

2890

2893.3

3093.3

30100


Gantt-data

CompletedScheduled

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Gantt Chart

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Today

Completed

Scheduled


Slip Chart

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12.452

13.42.63.6

Today

Completed

Scheduled


Timeline

00000

11111

22222

32.6333

4444

4.64.255

566

677

788

89

9

10

Standard

Job1

Job2

Job3

Job4




Timeline-data


002.603.805.206.80

112.613.815.216.81

222.623.826.226.82

332.62.64.236.237.63

444.246.247.64

4.64.64.24.27.258.25

557.268.26

667.8797

7788

889

99

1010

EV-data

TaskBudgeted weeksScheduled completedCumulative weeks% cumulative earned value

Specify overall system66620.0%

Specify module A39930.0%

Specify module B2111136.7%

Check specification1121240.0%

Design module A3151550.0%

Design module B2171756.7%

Code and test module A6232376.7%

Code and test module B4272790.0%

System Integration1282893.3%

System Testing23030100.0%


00

2020

2020

3025

3025

36.730

36.7

40

40

50

50

56.7

56.7

76.7

76.7

90

90

93.3

93.3

100

Baseline budget

Earned Value

week number

Cumulative cost (%)


EV-data-plot

Week noBudgetedWeek noEarned Value

6070

620720

9201020

9301025

11301225

1136.71230

1236.7

1240

1540

1550

1750

1756.7

2356.7

2376.7

2776.7

2790

2890

2893.3

3093.3

30100

Track-data

Week noEarned value (BCWP)Baseline Budget (BCWS)Actual cost to dateTime Now

0000100

123410100

2457

35710

481015

5101219

6131625

7151929

8182235

9202640

10223045

1135

1240

1349

1454

1566

1677

1786

1891

1995

20100

Tracking Chart

0000

234100

457

5710

81015

101219

131625

151929

182235

202640

223045

113511

124012

134913

145414

156615

167716

178617

189118

199519

2010020

Schedule variance (time)

Schedule variance (cost)

Budget variance

Cost variance

Earned value (BCWP)

Baseline Budget (BCWS)

Actual cost to date

Time Now

Week number

Cumulative cost (%)

Earned Value Tracking Chart

Earned Value Analysis (contd)Budget variance= Actual cost to date - Baseline budgetIndicates how actual cost differs from the planned cost

Earned Value Analysis (contd)Schedule variance= Earned Value Baseline budgetIndicates how the actual schedule differs from the planned scheduleSchedule performance index= Earned Value / Baseline budgetSPI > 1 means better than plannedSPI < 1 means slower than planned

Earned Value Analysis (contd)Cost variance= Earned Value Actual cost to dateIndicates how the planned cost differs from actual costCost Performance index, CPI= Earned Value / Actual cost to dateCPI > 1 means better than plannedCPI < 1 means slower than planned

Prioritizing MonitoringPriority list of activity to monitorCritical activitiesNon-critical activities with no free floatNon-critical activities with less than a specified floatHigh risk activitiesActivities with critical resources

Bringing the Project Back to TargetYou are now behind the schedulePossible actions:Reschedule the target dateReschedule other activities with shorter durationReorder the activities

Shorten the Critical ActivitiesPutting pressure on the personnelIncreasing the resourcesPersonnel work longer hoursAdditional analysts to interview usersCompetent programmer to code modules in the critical activity

Reorder the activitiesRelax the constraints on the start of an activity before the completion of the previous oneSubdivide the components of an activity so that they can be done in parallel

ReferencesHughes, B., and Cotterell, M. (1999) Software Project Management, 2nd ed., McGraw Hill.Down, A., Coleman, M., and Absolon, P. (1994) Risk Management for Software projects, McGraw Hill.

In fact, the project manager has to make sure everything goes well in the project.SRS: Software Requirements SpecificationIn fact, many things can go wrong. Normally, these are the major things. The ordering does not indicate their relative order of importance.

Inadequate functionality is related to SRS.Poor quality is related to quality management.These two are discussed in previous lectures.Our concentration is on the latter two.Ideally, the plan and schedule should be absolutely clear and highly visible to every personnel involved in the project.This diagram clearly shows that monitoring should be a regular process.

The next slide will discuss in detail the monitoring suggestion.

The review project stage, documentation of any conclusion is also included.

The documentation process is to ensure that we can learn from past experience whether it is a success or a failure.Tracking performance means assessing the progressNeed to trust your personnel to give an objective assessment of their work and their estimation on completion of their work

Who set the check points? Of course, the project manager.Why set the check points? For tracking and monitoring the progress.How many? No definite answer.How often? Can be regular or non-regular. Can be both.Time interval: duration actually depends on who to check, what to check, the degree of risk of the project; how familiar the new employee is to the process of the organization.critical activity: the number of check points depends on how critical the event is.We need to collect data to review the progress of a project.It is crucial to know what to collect and how.

As a manager, it is wise to break down activities that can be completed in one or two weeks time.

These reports are filled on a weekly basis.For the optional items, there are advantages and disadvantages.Advantages:Staff involvementGet the latest first hand information from the staffHave a better picture on what is going onDisadvantages:Make the personnel have wrong feelings thatthe original schedule not so important; andit is OK for the task to be delayed.

Background information on time-sheet for accounting system:The time spent is used by the accounting system to charge the project account.A way to keep track of the cost on the project.There are various traffic-light methods.

The one we described is in use in IBM as reported by Down, Coleman and Absolon (1994).

The assessment levels is not necessary tied to 3 levels:- G, A, and R.You can use 5 levels or 7 levels as you wish.Critical activity: activity that cannot be delayed.Float: time allowed for an activity to be delay.For more detailed definitions: see notes on Software Project Planning (Lecture 4)

Managers should play attention to the following events:Critical activities classified as Amber or RedNon-Critical activities classified as Red, especially when all their float is likely to be consumed.

Henry Gantt (1861-1919) was an industrial engineer interested in the efficient organization of work.

The reported progress is normally shaded.The today cursor is used to show which activities are ahead or behind the schedule.

Advantage: Simple and easy to use.Disadvantage: Difficult to update manuallyIt is because the chart needs to be redrawn once the schedule has been revised.The more bending is on the slip line, the greater is the variation of the plan.

A perfect straight line down to the diagonal line indicates the activity is on the schedule.

Need to be selective.Do not put too many activities in the same Timeline.Otherwise it will be difficult to trace.

Recommendation:put only those critical activities on the Timeline.Put those non-critical activities that have a very short floatAnalyzing the timeline and the reason for changes may help to identify failures in estimations.

The Timeline cannot show when an activity startsBy judging the EVs in baseline budget and the current progress, we can determine whether we are ahead or behind schedule

The pink line or earned value are the actual values.The figure indicates the progress is slower than planned.The baseline budget is the planned figures.At this stage, the progress is behind schedule (the earned value line is lower than the budgeted line) and over budget (the actual cost line is over the budgeted line).You need to spend your energy wisely.

Recall:Free float: the time allowed for an activity to delay without affecting any subsequent activityTotal float: the time allowed for an activity to delay without affecting the overall project

High risk activities: activities having a high estimated duration variance (PERT)They are most likely to overrun or overspend.

Activities with critical resources: activities that require a huge amount of resources require much more attention.The reason is obvious. MONEY.Reschedule the target date:Re-estimate the rest of the project and get a proper target dateThis means delaying the delivery dateThis is, in general, a bad choice.It is because this costs money and your company loses the customers (unless your product is too poor to delivery).

Reschedule other activities with shorter duration:Non-critical activity has float.Effectively it means shorter time for the critical activity.

Reorder the activitiesSometimes, it is possible to reorder the activities so that the overall duration for the activities to complete can be shorten.This involves the consideration of the precedence requirements for the activities.

Pressure:May work for some timePeople work under high pressure may cost more errorResources:Employing new personnel in the team (?) Arguable because may further delay the project as suggested by `The Mythical Man-Month by F.P. Brooks.

Shortening a critical path may result in a new critical path.Better to check the newly revised schedule again.The most important of all is to check that the quality of the product is not sacrificed.It is because the normal practice is disturbed by the changes.

Relaxing constraints: ExampleIdeal to start user training after acceptance testing.In order to avoid late delivery, it might be possible to let the two activities have some overlap.For example, you may want to start the training of a particular feature once its system testing is completed.Subdivide activity:Documentation of user manual and training manual

Performance tracking and monitoring.ppt

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