软件项目管理09_Monitoring_and_control.pptVIP

Gantt charts SPM (5e) monitoring and control? The McGraw-Hill Companies, 2009 * Slip charts SPM (5e) monitoring and control? The McGraw-Hill Companies, 2009 * The timeline SPM (5e) monitoring and control? The McGraw-Hill Companies, 2009 * Cost monitoring A project could be late because the staff originally committed have not been deployed In this case the project will be behind time but under budget A project could be on time but only because additional resources have been added and so be over budget Need to monitor both achievements and costs SPM (5e) monitoring and control? The McGraw-Hill Companies, 2009 * Earned 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 SPM (5e) monitoring and control? The McGraw-Hill Companies, 2009 * Accounting conventions Work completed allocated on the basis 50/50 half allocated at start, the other half on completion. These proportions can vary e.g. 0/100, 75/25 etc Milestone current value depends on the milestones achieved Units processed Can use money values, or staff effort as a surrogate SPM (5e) monitoring and control? The McGraw-Hill Companies, 2009 * 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. 13-19 = -6 Schedule performance indicator (SPI) = 13/19 = 0.68 SV negative or SPI 1.00, project behind schedule SPM (5e) monitoring and control? The McGraw-Hill Companies, 2009 * 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. 13-7 = 6