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Galorath Incorporated 2004 1
Parametric Performance Monitoring and Parametric Performance Monitoring and Control (PPMC)Control (PPMC)
Presented by:Karen McRitchie
Galorath Incorporated100 North Sepulveda Boulevard
Suite 1801El Segundo, California 90245
2Galorath Incorporated 2004
SEER: Project Management ContextSEER: Project Management Context
Kno
wle
dge
&E
xper
ienc
e
Baseline(s) &
Final Actuals
To-date
ActualsMeasure
&Analyze
Monitor&
Control
Baseline
Estimate&
Plan
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SEER: Process Focus (CMMI)SEER: Process Focus (CMMI)
Project Planning
• Establish Estimates
• Develop a Project Plan
• Obtain Commitment to the Plan
Project Monitoring and Control
• Monitor Project Against Plan
• Manage Corrective Action to Closure
Measurement and Analysis
• Align Measurement and Analysis Activities
• Provide Measurement Results
Monitor&
Control
Measure&
Analyze
Estimate&
Plan
4Galorath Incorporated 2004
SEER: MethodsSEER: Methods
Project Planning• History-Based Sizing• Direct Measure Sizing• Parametric Estimation• 4-D Planning
Project Monitoring and Control• 4-D Earned Value Management• Status Indication• Performance-based Forecasting
Measurement and Analysis• Estimation Accuracy
Assessment and Improvement• Calibration• Knowledge Base Management • Benchmarking
Monitor&
Control
Measure&
Analyze
Estimate&
Plan
5Galorath Incorporated 2004
SEER: ToolsSEER: Tools
Project Planning• SEER-AccuScope• SEER-SEM• Project Miner (SEER-SEM option)• SEER-H• SEER-IC• SEER-DFM• SEER-SEM Client for Microsoft
ProjectProject Monitoring and Control• Parametric Performance Monitoring
and Control (SEER-SEM option)Measurement and Analysis• SEER-CommonRepository• SEER-ScatterPlot+
currently in development
Monitor&
Control
Measure&
Analyze
Estimate&
Plan
SEER-SEM
SEER-SEM Calibration
Mode
PPMC
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What is PPMC?What is PPMC?
A set of add-on features to SEER-SEM that enable project monitoring and control of software development projects
Features include:
• Inputs for actual effort and project progress as well as project metrics
• Algorithms to combine parametric and earned value
• Reporting to provide information on project status
PPMC employs 4D Earned Value Management
• Activity Completion
• Expenditures
• Artifact Completion
• Defect Discovery/Removal
Parametric Performance Monitoring and Control
Monitor&
Control
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Why PPMC?Why PPMC?
Earned Value Management is considered a best practice for monitoring and controlling the progress of a software project
EVM has limitations:
• A single focus on activity completion as the basis for earning value
• Difficulty in providing realistic performance based estimate at completion (EAC)
PPMC adds monitoring and control capabilities to SEER-SEM
PPMC combines:
• Accepted algorithms currently used for cost and schedule estimation during the project planning process
• Accepted equations currently used for traditional Earned Value Management
Parametric Performance Monitoring and Control
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The common questionThe common question
Once a project has started, it is only natural to want to enter your project metricsThe most common question:• Can I put in my actual effort once the project is underway and will
the tool recalibrate my estimate?The right answer is NO - it’s not enough just to give actual hours• Just because you spent 50% of a planned budget doesn’t mean your
are 50% doneWhat the project manager needs to know:• How much more money, how long?• How can the project be adjusted to meet objectives?
To do this, you need assess the project status in terms of progress, not just expenditures – Earned ValueEarned value compares work complete to original estimates.
9Galorath Incorporated 2004
Combining Earned Value and ParametricsCombining Earned Value and Parametrics
0
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urs
Plan Actual Expenditure
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Plan Actual Expenditure Remaining Effort
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Plan Earned Effort Actual Expenditure
10Galorath Incorporated 2004
Traditional EVM – Measures and MetricsTraditional EVM – Measures and Metrics
Fundamental Measures
• Budgeted Cost of Work Scheduled (BCWS)
• Budgeted Cost of Work Performed (BCWP)
• Actual Cost of Work Performed (ACWP)
Variances
• Schedule Variance (SV)
• Cost Variance (CV)
• Time Variance (TV)
Performance Indices
• Schedule Performance Index (SPI)
• Cost Performance Index (CPI)
• To-Complete Performance Index (TCPI)
11Galorath Incorporated 2004
Earned Value and PPMC TerminologyEarned Value and PPMC Terminology
Earned Value Terminology What it means
BCWS - Budgeted Cost of Work Scheduled
The planned costs (baseline plan)SEER-SEM calls this the Baseline Plan
ACWP – Actual Cost of Work Performed
What you paidSEER-SEM calls this Actual Effort or Actual Cost
BCWP – Budgeted Cost of Work Performed
The earned valueSEER-SEM calls this Schedule Accomplishments
EAC – Estimate At Complete The latest estimated cost at completion
ETC – Estimate to Complete Funds needed to complete the investment
SPI – Schedule Performance Index
The percent of the investment that has been completed
CPI – Cost Performance Index
The ratio of earned to actual cost of work performed
TCPI - To Complete Performance Index
The latest cost efficiency assumed to complete
CV - Cost VarianceThe difference between earned and actual cost of work performed
SV – Cost Variance The difference between actual and planned work
TV – Time VarianceThe variance between the actual and planned schedules
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The PPMC ApproachThe PPMC Approach
PPMC extends the use of SEER-SEM to projects underway
13Galorath Incorporated 2004
Tracking a ProjectTracking a Project
Once a project is started, the PPMC process may begin
Start with a SEER-SEM estimate
Establish a baseline estimate
Take project “snapshots” periodically
Evaluate earned value metrics
Replan as required
14Galorath Incorporated 2004
The BaselineThe Baseline
A baseline freezes the current estimate
The baseline provides the yardstick against which the project is tracked and evaluated
Allows you to do trades with the current estimate while maintaining the planning baseline
A baseline can be updated at any time
The current estimate may be set back to the baseline at any time
15Galorath Incorporated 2004
The SnapshotThe Snapshot
Snapshots are a picture of the project’s metrics at any give point in time
The snapshot includes two key components:
• Work Complete
• Actual Effort
Work Complete describes the progress in terms of milestone completion
Actual Effort includes hours as well as size and defect metrics
Snapshots are flexible in terms of interval or frequency
• Regular snapshots – e.g. monthly or quarterly
• As needed – e.g. before a key review
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SnapshotsSnapshots
Snapshots are entered in matched sets in a dedicated input view
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ReportingReporting
PPMC reports and charts are based on the most recent snapshot entered
Work complete metrics are used to evaluate remaining effort and schedule (Estimate To Complete)
Estimate At Complete = Actual Effort + ETC
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PPMC Reporting OptionsPPMC Reporting Options
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Looking at Progress Over TimeLooking at Progress Over Time
See how actual and earned effort measure up
to the baseline plan
Click on any month to see
specific information
See CPI and SPI trends over time
CPI = Cost Performance
Index;
The ratio of earned to actual
cost of work performed
SPI = Schedule Performance
Index;
The percent of the investment that has been
completed
20Galorath Incorporated 2004
Other MetricsOther MetricsTrack defect
discovery and removal rates
against expected rates
Increased defect
reporting rate shows a
worsening trend
Heath and Status Indicator shows status
and trends from the previous snapshot
Thresholds are user definable
21Galorath Incorporated 2004
SummarySummary
Parametric Performance Monitoring and Control enables powerful evaluation of a project’s progress
Utilizes EVM best practices
Capitalizes on parametric model’s ability to replan and forecast based on current project assumptions
Flexible – doesn’t require regular care and feeding, you can use it only when you need to
Completes the project management continuum
Monitor&
Control
Measure&
Analyze
Estimate&
Plan
22Galorath Incorporated 2004
Thank you!Thank you!
For more information:
www.galorath.com