2. J. R. Burns, Texas Tech University Using MS Project for Execution & Control n First, make certain your project plan is complete and final n Second, save it as a baseline n Begin entering actual information –Actual costs –Percentage complete

3. J. R. Burns, Texas Tech University Tracking: MS Project will track— n Task start dates n Task finish dates n Task duration n Task cost work n Percentage of task that is complete

4. J. R. Burns, Texas Tech University Getting Earned Value Data Visible n You can go to view and replace the entry table with the Earned Value table n Or, you can enter the earned value columns into your existing table through the Insert Column facility. –The columns are BCWP, BCWS, ACWP, CV, SC, SPI, CPI, etc. You can also request the Tracking Gantt Chart off the LHS side of MS Project

5. J. R. Burns, Texas Tech University First set Baseline and then Save it n Go to Project n Click on Set Baseline

6. J. R. Burns, Texas Tech University Entering actual start & Finish dates for a task n On the view bar, click Gantt chart n In the task name field select the task to update n On the Tools menu, point to tracking and click Update Tasks n Under Actual, type the dates in the Start and Finish boxes

7. J. R. Burns, Texas Tech University To enter Actual Costs n You can change the table to the cost table n Or you can insert the actual cost column into the entry table n Click on File on the task bar n Then click on options n Then click on Schedule n Then uncheck “Actual costs are always calculated by Project” n Click OK

8. J. R. Burns, Texas Tech University Indicating progress on a task as a percentage n In the task name field of the Gantt Chart n Double click—this brings up the task information sheet n Select the general tab n In the percentage complete box type a whole number between 0 and 100

9. J. R. Burns, Texas Tech University Entering actual costs for a resource assignment n On the Tools menu, click options, then click the calculation tab n Clear the Actual costs are always calculated by MS Project check box n Click OK n On the view bar, click Task usage n On the view menu, point to the Table, and click Tracking n Drag the divider bar to the right to view the Activity Cost field n In the activity cost field, type the actual cost for the assignment for which you want to update costs

10. J. R. Burns, Texas Tech University Process Maturity and Project Closeout James R. Burns

11. J. R. Burns, Texas Tech University Tonight: n TTU Student Chapter PMI meeting, 7 pm, lecture room 015 n Speaker is Angie Newsome, MSM, PMP, PMI-SP n Vice President of Programs n PMI West Texas Chapter

12. J. R. Burns, Texas Tech University Thursday Night: Know Your Industry n AITP meeting 6 pm n Rm 287 n Speaker is Steven Latham from South Plains Electric Cooperative

13. J. R. Burns, Texas Tech University Maturity Models n Software Quality Function Deployment n Capability Maturity Model n Project Maturity Model n See pages 344-347?? of Schwalbe, 7 th Edition

14. J. R. Burns, Texas Tech University Quality Function Deployment Translates the “voice of the customer” into technical design requirements Translates the “voice of the customer” into technical design requirements Customer is King Customer is King Displays requirements in matrix diagrams Displays requirements in matrix diagrams First matrix called “house of quality” First matrix called “house of quality” Series of connected houses Series of connected houses

15. J. R. Burns, Texas Tech University Quality House Trade-off matrix Design characteristics Customer requirements Target values Relationship matrix Competitive assessment Importance 1 2 3 4 5 6

16. J. R. Burns, Texas Tech University Irons well Easy and safe to use Competitive Assessment Customer Requirements Customer Requirements12345 X Presses quickly9BAX X Removes wrinkles8ABX X Doesn’t stick to fabric6XBA X Provides enough steam8ABX X Doesn’t spot fabric6XAB X Doesn’t scorch fabric9AXB X Heats quickly6XBA X Automatic shut-off3ABX X Quick cool-down3XAB X Doesn’t break when dropped5ABX X Doesn’t burn when touched5ABX X Not too heavy8XAB

17. J. R. Burns, Texas Tech University Energy needed to press Weight of iron Size of soleplate Thickness of soleplate Material used in soleplate Number of holes Size of holes Flow of water from holes Time required to reach 450º F Time to go from 450º to 100º Protective cover for soleplate Automatic shutoff Customer Requirements Presses quickly--+++- Removes wrinkles+++++ Doesn’t stick to fabric-++++ Provides enough steam++++ Doesn’t spot fabric+--- Doesn’t scorch fabric+++-+ Heats quickly--+- Automatic shut-off+ Quick cool-down--++ Doesn’t break when dropped++++ Doesn’t burn when touched++++ Not too heavy+---+- Irons well Easy and safe to use

18. J. R. Burns, Texas Tech University Energy needed to press Weight of iron Size of soleplate Thickness of soleplate Material used in soleplate Number of holes Size of holes Flow of water from holes Time required to reach 450º Time to go from 450º to 100º Protective cover for soleplate Automatic shutoff - - + + +

19. J. R. Burns, Texas Tech University Energy needed to press Weight of iron Size of soleplate Thickness of soleplate Material used in soleplate Number of holes Size of holes Flow of water from holes Time required to reach 450º Time to go from 450º to 100º Protective cover for soleplate Automatic shutoff Units of measure ft-lblbin.cmtyeammoz/ssecsecY/NY/N Iron A 31.48x42SS27150.545500NY Iron B 41.28x41MG27150.335350NY Our Iron (X) 21.79x54T35150.750600NY Estimated impact 344454325530 Estimated cost 333343334452 Targets 1.28x53SS3030500 Design changes ******* Objective measures

20. J. R. Burns, Texas Tech University Capability Maturity Model n Developed in preliminary form by Watts Humphries (published in a book he wrote that appeared in 1989) n Refined by the SEI (Software Engineering Institute), a spin-off of Carnegie Mellon University in Pittsburgh n Known as the CMM n Discussed in Schwalbe, page 344-347 (approx)

21. J. R. Burns, Texas Tech University Immature Software Organizations n Processes are ad hoc, and occasionally chaotic. n Processes are improvised by practitioners ON THE FLY. n Testing, reviews and walkthroughs usually curtailed under stress. n Quality is unpredictable.

22. J. R. Burns, Texas Tech University Immature Software Organizations, Cont’d n Costs and schedules are usually exceeded. n Reactionary management is usually firefighting. n Success rides on individual talent and heroic effort. n Technology benefits are lost in the noise.

23. J. R. Burns, Texas Tech University Mature Software Organizations n Processes are defined and documented. n Roles and responsibilities are clear. n Product and process are measured. n Processes and projects finish on time and within budget n Management has time to plan, monitor, and communicate.

24. J. R. Burns, Texas Tech University Mature Software Organizations, Cont’d n Quality, costs, and schedules are predictable n Management is committed to continuous improvement. n Technology is used effectively within defined processes.

25. J. R. Burns, Texas Tech University Software Process Definition n Project Planning n Project Management n Software Engineering Procedures n Software standards n Software Quality Evaluation n Software Configuration management

26. J. R. Burns, Texas Tech University The Five Levels of Software Process Maturity nInINITIAL nRnREPEATABLE nDnDEFINED nMnMANAGED nOnOPTIMIZING

27. J. R. Burns, Texas Tech University Five Levels

28. J. R. Burns, Texas Tech University Initial n Software processes are ad hoc, even chaotic –Software processes are ‘invented’ on the fly n The software processes are not defined n Success depends on individual effort n The environment is not stable

29. J. R. Burns, Texas Tech University Initial, Continued n The benefits of software engineering practices are undermined n Planning is nonexistent or ineffective n Process capability is unpredictable because the software process is constantly changed or modified as the work progresses

30. J. R. Burns, Texas Tech University Repeatable n Basic project management policies and procedures are established n Cost, schedule and functionality (scope) are tracked by module and task n A process discipline is put in place to repeat earlier successes n Managing new projects is based on experience with similar projects

31. J. R. Burns, Texas Tech University Repeatable, Continued n Basic software management controls are installed n Estimations of cost and time to complete are based on history for similar projects n Problems are identified and documented n Software requirements are baselined (made tough to change)

32. J. R. Burns, Texas Tech University Repeatable, Continued n Project standards are defined n Project teams work with their customers and subcontractors to establish stable, managed working environments n Process is under the control of a project management system that is driven by performance on previous projects n A project performance database is defined and populated

33. J. R. Burns, Texas Tech University Defined n Software processes are documented n Software processes are standardized and integrated organization-wide n All projects use documented and approved versions of the organization’s processes of developing and maintaining software n A S oftware Engineering Process Group (SEPG) is created to facilitate process definition and improvement efforts

34. J. R. Burns, Texas Tech University Defined, Continued n Organization-wide training programs are implemented n Organization-wide standard software processes can be refined to encompass the unique characteristics of the project n A peer review process is used to enhance product quality n Process capability is stable and based on a common understanding of processes, roles, and responsibilities in a defined process

35. J. R. Burns, Texas Tech University Managed n Quantitative quality goals are defined n Product quality and productivity are measured and collected n Both processes and products are quantitatively understood n Both processes and products are controlled using detailed measures n A productivity and quality database is defined

36. J. R. Burns, Texas Tech University Managed, Continued n Projects achieve control by narrowing the variation in performance to within acceptable boundaries n Process variation is controlled by use of a strategic business plan that details which product lines to pursue n Risks associated with moving up the learning curve of a new application domain are known and carefully managed n Process capability is measured and operating within measurable limits

37. J. R. Burns, Texas Tech University Optimizing n Continuous process improvement is enabled by quantitative feedback n Continuous process improvement is assessed from testing innovative ideas and technologies n Weak process elements are identified and strengthened n Defect prevention is explicit

38. J. R. Burns, Texas Tech University Optimizing, Cont’d n Statistical evidence is available on process effectiveness n Innovations that exploit the best software engineering practices are identified n Improvement occurs from –INCREMENTAL ADVANCEMENTS IN EXISTING PROCESSES –INNOVATIONS USING NEW TECHNOLOGIES AND METHODS

39. J. R. Burns, Texas Tech University How are firms doing?? n Many U.S. firms have reached the highest level, OPTIMIZING n Indian firms may be doing better

40. J. R. Burns, Texas Tech University Organizational Project Management Maturity Model (OPM3) 1. Ad-Hoc: The project management process is described as disorganized, and occasionally even chaotic. The organization has not defined systems and processes, and project success depends on individual effort. There are chronic cost and schedule problems. 2. Abbreviated: There are some project management processes and systems in place to track cost, schedule, and scope. Project success is largely unpredictable and cost and schedule problems are common. 3. Organized: There are standardized, documented project management processes and systems that are integrated into the rest of the organization. Project success is more predictable, and cost and schedule performance is improved. 4. Managed: Management collects and uses detailed measures of the effectiveness of project management. Project success is more uniform, and cost and schedule performance conforms to plan. 5. Adaptive: Feedback from the project management process and from piloting innovative ideas and technologies enables continuous improvement. Project success is the norm, and cost and schedule performance is continuously improving.

41. J. R. Burns, Texas Tech University Enter CMMI: Capability Maturity Model Integration n In 2007, the SEI asserted that it would no longer support the old SW-CMM. n On Dec 31, 2007 all SW-CMM appraisal results were expired n The purpose of the CMMI was to focus process maturity more towards project performance n Organizations must now upgrade to the CMMI n The CMMI is vastly improved over the CMM n Emphasis is on business needs, integration and institutionalization

42. J. R. Burns, Texas Tech University Slide 41 of 146 CMMI Staged Representation - 5 Maturity Levels Level 5 Initial Level 1 Processes are unpredictable, poorly controlled, reactive. Managed Level 2 Processes are planned, documented, performed, monitored, and controlled at the project level. Often reactive. Defined Level 3 Processes are well characterized and understood. Processes, standards, procedures, tools, etc. are defined at the organizational (Organization X ) level. Proactive. Quantitatively Managed Level 4 Processes are controlled using statistical and other quantitative techniques. Optimizing Process Maturity Process performance continually improved through incremental and innovative technological improvements.

43. J. R. Burns, Texas Tech University CMMI Origins n The CMMI was derived from the 1.SW-CMM—capability maturity model for software 2.EIA/IS – electronic Industries Alliance Interim Standard 3.IPD-CMM—Capability Maturity Model for Integrated Product Development 1. CMMI architecture is open and designed to accommodate additional disciplines, like 1.CMMI-DEV – processes for development 2.CMMI-ACQ—processes required for supplier sourcing 3.CMMI-SVC—processes required for services

44. J. R. Burns, Texas Tech University CMMI: cap mat model integration n Level 0: Incomplete n No goal. n Level 1: Performed n The process supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products. n Level 2: Managed n The process is institutionalized as a managed process. n Level 3: Defined n The process is institutionalized as a defined process. n Level 4: Quantitatively Managed n The process is institutionalized as a quantitatively managed process. n Level 5: Optimizing n The process is institutionalized as an optimizing process.

45. J. R. Burns, Texas Tech University Use of this tool has shown… n The Engineering and Construction Industries have a higher level of maturity than do the information systems and software development disciplines

46. J. R. Burns, Texas Tech University Completing and Terminating a Project James Burns

47. J. R. Burns, Texas Tech University Completing n Integration Testing –Regression methods n Final Testing n Acceptance Testing n Installation/Conversion n Training

48. J. R. Burns, Texas Tech University Purpose of Acceptance Testing n to get paid every dime that you are owed!! n When is the best time to write the Acceptance Test Plan n Why??? n Who dictates what those tests will consist of? n Do you think there should be at least one test for each and every defined requirement?

49. J. R. Burns, Texas Tech University Final, Thorough Test n Do beta testing?? n Run some old integration tests n Devise true-to-life tests n Try to overload the system n Try to break it by entering wrong inputs, out of range values, etc. n Test user documentation as well.

50. J. R. Burns, Texas Tech University Installation n going live

51. J. R. Burns, Texas Tech University Training n Usually, not enough budget is set aside for training n At the mid-market level and lower, training budgets are slim –On-line, context-sensitive help is one answer

52. J. R. Burns, Texas Tech University Conversion n Crash n Parallel n Pilot

53. J. R. Burns, Texas Tech University Customer Survey n Degree to which objectives were achieved? n Degree to which users accepted and endorsed the product n Overall satisfaction level n Best if done by an outside survey agency or firm

54. J. R. Burns, Texas Tech University Lessons Learned—HERE ARE SOME POSSIBILITIES n Allow enough time? n Make it fun? n Beginnings are important! n Top management support is critical! n Managing change is 50 percent of project management! n Next time, make management reviews interactive! n Next time, set realistic milestone dates, but stick to the schedule! n Next time, plan at a workable level!

55. J. R. Burns, Texas Tech University Closing Bash n Party? n Rap song? n Actor?

56. J. R. Burns, Texas Tech University Practices n A walkthrough after every design phase is a good practice n Architectural design –Then a walkthrough n Medium-level design –A walkthrough n Database design –A walkthrough n Detailed design –A walkthrough

57. J. R. Burns, Texas Tech University Software Tools--use them n Librarians--keep track of who changed what when –also called Code Management Systems n Module Management Systems –automate the building of an entire software system –Visual Studio is one example –Eclipse is another n Performance Coverage analyzer –determines where all the computing time is being spent –traces sections of the system that were executed, their frequency and duration

58. J. R. Burns, Texas Tech University More Tools n Source code analyzers –Tells you where you’re doing strange or inefficient things in the source code –Lets you find all usages of a particular variable or string n Test Manager –makes regression testing very simple n Debugger –Program stop, trace, and step through

59. J. R. Burns, Texas Tech University Closing n The closing process n Provide a warranty –Be willing to address any problems that crop up within a six-month period of installation

60. J. R. Burns, Texas Tech University Termination n Get paid n Populate History Database n Document Lessons Learned –Post project review (also called a POSTMORTEM) –Write down what went well, what could have been improved, make suggestions for follow on projects, gather more statistics on actual vs. planned performance –Produce a formal report n Write follow-on proposal for next project n Sell the next project

61. J. R. Burns, Texas Tech University Maintenance n Should be considered as a separate project, separately funded, so you can get paid for all of the development work

62. J. R. Burns, Texas Tech University Checklist for Closeout & Termination Stage n New system is up and running smoothly n Conversion and cutover from any older systems is complete n End users are trained and comfortable with new system n Warranty is provided n The next project is sold n A post project review (POSTMORTEM) is held n Responsibility and method of ongoing maintenance is defined

63. J. R. Burns, Texas Tech University User documentation n Run/installation manual n User’s Guide n Maintenance Guide n Training documentation

64. J. R. Burns, Texas Tech University That’s it, Folks…