UNIT-5 Monitoring and Control

UNIT-5 Monitoring and Control
Prepared By: Prof.Rucha Patel

Index Introduction to monitoring and control Creating the framework
Review Project termination review Visualizing progress Cost monitoring Earned value analysis Prioritizing monitoring Getting the project back to target Change control Software Configuration Management (SCM)

Introduction to Monitoring and Control
According to the Project Management Body of Knowledge (PMBOK), “the Monitoring and Control Process Group consists of those processes performed: to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project.” The main purpose of monitoring and controlling activities is to be proactive in finding issues ahead of time and taking corrective action.

Creating the Framework
Exercising control over a project and ensuring that targets are met is a matter of regular monitoring - finding out what is happening and comparing it with targets. If there is a mismatch between the planned outcomes and the actual ones then either re-planning is needed to bring the project back on target or the target will have to be revised. Below figure illustrates a model of the project control cycle and shows how, once the initial project plan has been published, project control is a continual process of monitoring progress against that plan and, where necessary, revising the plan to take account of deviations.

[Figure of Project control Cycle]

Responsibility: The overall responsibility for ensuring satisfactory progress on a project is often the role of the project steering committee or Project Board. Day-to-day responsibility will rest with the project manager and. in all but the smallest of projects, aspects of this can be delegated to team leaders. Below figure illustrates the typical reporting structure found with medium and large projects.

Responsibilities SPM monitoring and control

Assessing progress: Progress assessment will normally be made on the basis of information collected and collated at regular intervals or when specific events occur. Setting checkpoints: It is essential to set a series of checkpoints in the initial activity plan. Checkpoints may be: • Regular (monthly. for example) • Tied to specific events such as the production of a report or other deliverable

review Review is a very effective technique to remove defects from all work products including code. In fact, review has been acknowledged to be more cost- effective in removing defects as compared to testing. Review Process: Review of any work product consists of the following four important activities, like planning, review preparation and overview, review meeting, rework and follow-up. A review process model is shown in below figure. The model in below figure captures the sequence of the activities that need to be carried out, the input to the activities, and the output produced from the activities.

review

review 1) Planning: Once the author of a work product is ready for submitting the work for review, the project manager nominates a moderator. Usually, the review process works best when the number of members is between five and seven. The effectiveness of review drastically reduces if there are less than three members.

review 2) Preparation: In the preparation meeting, copies of the work product are distributed to the review team members. The reviewers then individually carry out review and record their observations in separate documents called review logs. 3) Review meeting: In the review meeting the reviewer’s give their comments based on the logs they have prepared beforehand. The comments may related to a defect, work simplification, maintainability etc. 4) Rework: The author addresses all the issues raised by the reviewers by carrying out the necessary modifications to the work product and prepare a jointly to all the points described in review log.

Project Termination Review
Project termination reviews are important for successful, failed, as well as prematurely abandoned projects. Reasons for project termination: Project is completed successfully and handed over to the customer Incomplete requirements Lack of resources Some key technologies used in the project have become obsolete during project execution Economics of the project has changed, for example because many competing products may have become available in the market

Project termination process: The important activities that are carried out as a part of the project termination review process are as follow: Project survey: The objective of the project survey activity is to collect various types of information related to project, without compromising the confidentiality of the respondents. Collection of objective information: The different types of metrics that are collected include the cost, schedule and quality metrics. Debriefing [cross-examine] meeting: It is a preparatory meeting that helps to ensure the final project review meeting focuses on the most relevant aspects.

Project termination process: Final project review: This meeting usually addresses various issues arising out of project planning and tracking, preliminary phases, configuration management, verification and validation. Result Publication: The project leader summarizes the positive and negative findings arrived at during the termination review process as well as prescriptions for improvement.

Visualizing Progress Having collected data about project progress, a manager needs some way of presenting that data to greatest effect. Some methods such as Gantt chart provide a static picture, a single snap shot, whereas others such as time line charts try to show how the project has progressed and changed through time. Gantt charts: This is essentially an activity bar chart indicating scheduled activity dates and durations, frequently expand with activity floats. Reported progress is recorded on the chart (normally by shading activity bars) and a ‘today cursor’ provides an immediate visual indication of which activities are ahead or behind schedule.

Gantt charts Note that the Gantt chart is named after Henry Gantt ( ) and so should not be written in capitals! You could ask students what they think GANTT stands for before you tell them this to impress this on them. I really find Gantt written as GANTT very, very annoying and threaten students with instant failure of the module if they do this! The format of the Gantt chart here differs from the format used in Microsoft project as the activities for each team member are grouped together. You could input the details so that they came out in this format, but it would not occur automatically. SPM monitoring and control

Visualizing Progress Slip charts:
A slip chart (shown in below figure) is very similar alternative favored by some project managers who believe it provides a more striking visual indication of these activities that are not progressing to schedule- the more the slip line bends, the greater the variation from the plan. Additional slip lines are added at intervals and, as they build up, the project will gain an idea as to whether the project is improving or not. A very jagged slip line indicates a need for rescheduling.

Slip charts A slip chart is a version of the Gantt chart where a line is drawn from top to bottom. To the left of the line are all the completed activities and to the right those activities ( or parts of activities) that have not been completed. The more jagged the line, the more it means that that there are some activities that are lagging to various degrees and some that are ahead of themselves. A very jagged line means that there is scope for re-planning to move resources from those activities that are ahead to those that are behind. SPM monitoring and control

Visualizing Progress The timeline chart:
The timeline chart is a method of recording and displaying the way in which targets have changed throughout the duration of the project. Below figure shows a timeline chart of a timeline chart (or Brigeue's project at the end of the sixth week). Planned time is plotted along the horizontal axis and elapsed time down the vertical axis. The lines meandering [indirect] down the chart represent scheduled activity completion dates - at the start of the project analyse existing system is scheduled to be completed by the Tuesday of week 3, obtain user requirements by Thursday of week 5, issue tender, the final activity, by Tuesday of week 9, and so on.

The timeline This records the way that targets have changed throughout the project. Planned time is plotted on the horizontal axis, and actual time on the vertical axis. The bendy lines going from top to bottom represent the scheduled completion date for each activity e.g. ‘analyse existing system’ – at start this was due finish on the Monday of week 3 and it did finish then ‘obtain user requirements’ was originally planned to finish on the Thursday of week 5, but at the end of the first week it was rescheduled to finish on the Tuesday of week 6. SPM monitoring and control

Cost monitoring Expenditure [expenses] monitoring is an important component of project control, not only in itself, but also because it provides an indication of the effort that has gone into (or at least been charged to) a project. A cumulative expenditure chart such as that shown in below figure provides a simple method of comparing actual and planned expenditure. By itself it is not particularly meaningful- Figure could, for example, illustrate a project that is running late or one that is on time but has shown substantial costs savings. SPM monitoring and control

Cost monitoring SPM monitoring and control

Cost monitoring Cost charts become much more useful if we add projected future cost calculated by adding the estimated cost of uncompleted work to the costs already earned. Below figure illustrates the additional information available once the revised cost schedule is included - in this case it is clear that the project is behind schedule and over budget. SPM monitoring and control

Cost monitoring SPM monitoring and control

Earn Value Analysis Earned Value Analysis has gained in popularity in recent years and may be seen as a refinement of the cost monitoring. Earned Value Analysis is based on assigning a 'value' to each task or work package (as identified in the WBS- Work Breakdown Structure) based on the original expenditure forecasts. The assigned value is the original budgeted cost for the item and is known as the baseline budget or Budgeted Cost of Work scheduled (BCWS). SPM monitoring and control

Earn Value Analysis Planned value (PV) or Budgeted cost of work scheduled (BCWS) – original estimate of the effort/cost to complete a task (compare with idea of a ‘price’) Earned value (EV) or Budgeted cost of work performed (BCWP) – total of PVs for the work completed at this time. PV-BCWS EV-BCWP SPM monitoring and control

Earn Value Analysis Common methods in software projects are:
the 0/100 technique: where a task is assigned a value of zero until such time that it is completed when it is given a value of 100% of the budgeted value; the 50/50 technique: where a task is assigned a value of 50% of its value as soon as it is started and then given a value of 100% once it is complete: the milestone technique: where a task is given a value based on the achievement of milestones that have been assigned values as part of the original budget plan. SPM monitoring and control

Earn Value Analysis Of these, we prefer the 0/100 technique.
The 50/50 technique can give a false sense of security by over- valuing the reporting of activity starts. The milestone technique might be appropriate for activities with a long duration estimate but, in such cases, it is better to break that activity into a number of smaller ones. Baseline budget: The first stage in setting up an earned value analysis is to create the baseline budget. The baseline budget is based on the project plan and shows the forecast growth in earned value through time. SPM monitoring and control

Earn Value Analysis Amanda's baseline budget, based on the schedule shown in below figure. SPM monitoring and control

Earn Value Analysis Monitoring earned value:
Having created the baseline budget, the next task is to monitor earned value as the project progresses. The actual cost of each task can collected as Actual Cost of Work Performed AC/ACWP. This is shown in below figure, which, in this case, records the values as percentages of the total budgeted cost. Figure also illustrates the following performance statistics, which can be shown directly or derived from the earned value chart. SPM monitoring and control

Earn Value Analysis SPM monitoring and control

Earn Value Analysis Schedule Variance[SV]:
The schedule variance is measured in cost terms as EV-PV and indicates the degree to which the value of completed work differs from that planned. Below figure also indicates the schedule variance in time, which indicates the degree to which the project is behind schedule. Time Variance[TV]: Below figure also indicates the Time Variance [TV]. This is the difference between the time when the achievement of the current earned value was planned to occur and the time now. SPM monitoring and control

Earn Value Analysis Cost Variance[CV]:
This is calculated as EV-AC [Actual Cost] and indicates the difference between the earned value or budgeted cost and the actual cost of completed work. It is also an indicator of the accuracy of the original cost estimates. A negative CV means that the project is over cost. SPM monitoring and control

Earn Value Analysis SPM monitoring and control

Earned value – an example
Tasks Specify module 5 days Code module 8 days Test module 6 days At the beginning of day 20, PV = 19 days If everything but testing completed EV = 13 days Schedule variance = EV-PV i.e = -3 Schedule performance indicator (SPI) = 13/19 = 0.68 A negative schedule variance (SV) means that the project is behind schedule as does a SPI that is less than 1.0. SPM monitoring and control

Earned value analysis – actual cost
Actual cost (AC) is also known as Actual cost of work performed (ACWP) In previous example, if ‘Specify module’ actually took 3 days ‘Code module’ actually took 4 days Actual cost = 7 days Cost variance (CV) = EV-AC i.e = 6 days Cost performance indicator = 13/7 = 1.86 Positive CV < 1.00 means project under budget SPM monitoring and control

Prioritizing monitoring
Here the list of the priorities we might apply in deciding levels of monitoring. Critical path activities: Any delay in an activity on the critical path will cause a delay in the completion date for the project. Critical path activities are therefore likely to have a very high priority for close monitoring. Activities with no free float/time: [Float means the amount of time an activity may be delayed without affecting any subsequent activity] A delay in any activity with no free float will delay at least some subsequent activities even though, if the delay is less than the total float, it might not delay the project completion date. Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

Activities with less than a specified float/time: If any activity has very little float it might use up this float before the regular activity monitoring brings the problem to the project manager's attention. It is common practice to monitor closely those activities with less than, say, one week free float. High risk activities: A set of high risk activities should have been identified as part of the initial risk profiling exercise. If we are using the PERT three-estimate approach we will designate as high risk those activities that have a high estimated duration variance. These activities will be given close attention because they are most likely to overrun or overspend. Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

Activities using critical resources: Activities can be critical because they are very expensive (as in the case of specialized contract programmers). Staff or other resources might be available only for a limited period, especially if they are controlled outside the project team. In any event, an activity that demands a critical resource requires a high level of monitoring. Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

Getting back on track: options
Almost any project will, at one time or another, be subject to delays and unexpected events. One of the tasks of the project manager is to recognize when this is happening (or, if possible, about to happen) and, with the minimum delay and disruption to the project team, attempt to mitigate the effects of the problem. 1) Shorten the critical path: The overall duration of a project is determined by the current critical path. So speeding up non-critical path activities will not bring forward a project completion date. Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

1) Shorten the critical path: Adding resources Increase use of current resources Reallocate staff or critical activities Reduce scope Reduce quality 2) Reconsider the precedence requirements: If attempting to shorten critical activities proves insufficient, the next step is to consider the constraints by which some activities have to be deferred pending completion of others. One way to overcome precedence constraints is to subdivide an activity into a component that can start immediately and one that is still constrained as before Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

3) Maintaining the business case: In making decision about the management of the project, the main concern of the project sponsor, that is, the stakeholder who is putting up the money for the project is whether the business case for the project has been preserved. If costs increase, then this reduces the value of the benefits at the end of the project. 4) Exception planning: The project manager will normally be allowed to change the detail of a plan as long as the agreed project outcomes are produced on time and within budget. Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

4) Exception planning: One approach, adopted by PRINCE2 [ PRojects IN Controlled Environments, version 2], is to require the project manger to write an exception report that explains the reasons for the deviation from the existing plan. The project board or equivalent having considered the report and having approved one of the options, may then task the project manager with producing a more detailed exception plan. If this is then approved it replaces the existing plan. Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

Change Control When a document such as the user requirements is being developed there may be many different versions of the document as it undergoes cycles of development and reviews. Any change control process at this point would be very informal and flexible. At some point what is assumed to be the final version will be created. This is baselined, effectively frozen. So any changes to the baselined document could have effects on other parts of project. Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

Typical change control process
1. One or more users might observe the need for a change. 2. User management decide that the change is valid and worthwhile and pass it to development management. It is important that there is a single authorized channel for requests for change (RFCs) between the client community and the management of the developers. 3. A developer is assigned to assess the practicality and cost of making the change or RFCs. 1 and 2. The user community itself must come to a consensus about whether a proposal for a change should go forward. A change deemed desirable by one part of the user community could cause opposition with other users. 2 and 3. This part of the process often involves a multipart form, initially raised by a user representative and then completed with a response by the developers. 4. There could be a change control board with user and developer representatives that oversees this decision-making process SPM monitoring and control

Typical change control process
4. Development management report back to user management on the cost of the change; user management decide whether to go ahead. 5. One or more developers are authorized to make copies of components to be modified. 6. Copies modified. After initial testing, a test version might be released to users for acceptance testing. 7. When users are satisfied then operational release authorized – master configuration items updated. 1 and 2. The user community itself must come to a consensus about whether a proposal for a change should go forward. A change deemed desirable by one part of the user community could cause opposition with other users. 2 and 3. This part of the process often involves a multipart form, initially raised by a user representative and then completed with a response by the developers. 4. There could be a change control board with user and developer representatives that oversees this decision-making process SPM monitoring and control

Change Control Changes in scope of a system:
The scope of project needs to be carefully monitored and controlled. One way is to re-estimate the system size in terms of SLOC or function points at key milestones The role of configuration librarian: Identifying items that need to be subject to change control Management of a central repository of the master copies of software and documentation Administering change procedures Maintenance of access records Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

Change control The role of configuration librarian:
Identifying items that need to be subject to change control Management of a central repository of the master copies of software and documentation Administering change procedures Maintenance of access records Identifying items that need to be subject to change control – it is unlikely, for example, that a feasibility report would be subject to change control once agreement has been obtained to start the project Management of a central repository of the master copies of software and documentation Administering change procedures It is important that someone ensures that there is adherence to change control procedures. Maintenance of access records. A situation to be avoided is where two different developers are making changes to the same software component. SPM monitoring and control

Software Configuration Management[SCM]
SCM is concerned with tracking and controlling changes to the software. In any systematic development and maintenance environment, various work products (code, design document, code etc.) associated with the software continually change during the development or maintenance phase. In a team development environment, each member of the development or maintenance team would be assigned to handle some modification requests. So every work product would have to be accessed and modified by several members. In such situation, unless a proper configuration management system is deployed, several problems can appear. Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

Configuration management practices include version control and the establishment of baselines [core products.] Purpose of Software Configuration Management: Problems associated with concurrent access Undoing changes System accounting Handling variants Accurate determination of project status Preventing unauthorized Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

Configuration management process: Configuration management is carried out through the following TWO principal activities: 1. Configuration Identification: this activity involves deciding which parts of the system should be kept under configuration management. 2. Configuration control: this activity is used to ensure that changes to a system occur smoothly. Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

1. Configuration Identification: Project manager normally classify the work products associated with a software development process into three main categories, i) controlled, ii) pre-controlled iii) uncontrolled. Controlled work products are those that are put under configuration control. The team members must follow some formal procedures to change these. Pre-controlled work products are not yet under configuration control, but will eventually be under configuration control. Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

Uncontrolled work products will not be subject to configuration control. Controllable work products include both controlled and pre-controlled work products. Typical controllable work products include the following: Requirements specification document Design documents Tools used to build the system such as compilers, linkers, parsers etc. Test cases Source code for each module Problem reports Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

Configuration control: The project manager can give permission to some members to be change or access specific work products. In order to change a controlled work product such as a code module, a developer can get a private copy of the module though a reserve operation. Configuration management tools allow only one team member to reserve module at any time. Once a product is reserved it does not allow anyone else to reserve this module until the reserved module is restored. Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

Open source Configuration Management Tools: SCCS [Source Code Control System] and RCS [Revision Control System] are two most popular configuration management tools. SCCS and RCS can be used for controlling and managing different version of text files. SCCS and RCS do not handle binary files (e.g. executable files etc ) SCCS and RCS provide an efficient way of storing versions that minimize the amount of occupied disk space. Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

The changes needed to transform each baseline file to the next version are stored and are called deltas. The main reason behind storing the deltas rather than storing the full version files is to save disk space. The change control facilities provided by SCCS and RCS include the ability to incorporate restrictions on the set of individuals who can create new versions, and facilities for checking components in and out. Video Critical path activities – by definition if these are late then the project as a whole will be delayed Activities with no free float – free float was defined in Lecture/Chapter 6. A project with no free float will delay following dependent activities, although the project end date may not be directly threatened. Activities with less than a specified float – projects when being executed can be very dynamic: some activities will take longer than estimated others less; this could lead to the critical shifting. Activities with small floats are the most likely to find themselves turned into activities on the critical path if their floats get eroded. High risk activities – recall the calculation of activity standard deviations in Chapter 7. If the standard deviation for an activity is large, this indicates that there is a lot of uncertainty about how long it will actually take. Activities using critical resources – some resources may only be available for a limited period and if the activities that need the resource are delayed the resource could become unavailable. SPM monitoring and control

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UNIT-5 Monitoring and Control

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