Planning Value S T S C - dtic. · PDF fileCost Models for Future Life Cycle Processes: COCOMO 2.0 (Boehm, 1995) Planning Value

Planning Value S T S Cg

You thought I never th ht h VS

You thought earning value was

just a joke.

thought he would look

at that chart

Earned ValueEarned Value

Leslie (Les) DupaixUSAF Software

Technology Support CenterTechnology Support [email protected]

(801) 775-2064DSN 775 2064

Les Dupaix - 1Earned Value

DSN: 775-2064

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4. TITLE AND SUBTITLE Planning Value vs Earned Value

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Standard Form 298 (Rev. 8-98) Prescribed by ANSI Std Z39-18

TopicsLif lLifecycles

DevelopmentDevelopment

Planning Value

Stones to Pebbles

Pebble Values

Earning ValueEarning Value

Communication


Get a Life(cycle) If you don’t have a If you don t have a life cycle, you don’t know

hA Need Finished

System– Where you are– Where you are going

System

F ilSuccess

Requirements System TestFailures

Success

High-Level Design Integration TestFailures

Success

Low-level Design Unit TestFailuresSuccess

Code


Lifecycles Strengths and Lifecycles Strengths and Weaknesses

Capability Pure Code Spiral Modified PrototypeCapability PureWaterfall

Code-and - Fix

Spiral ModifiedWaterfall

Prototype

Poorly understoodrequirements Poor Poor Excellent Fair to

Excellent Excellent

Poor Architecture Poor Poor Excellent Fair toExcellent Poor to Fair

Highly Reliable System Excellent Poor Excellent Excellent Fair

System Growth Built in Excellent Poor to Fair Excellent Excellent ExcellentSys e G ow u Excellent Poor to Fair Excellent Excellent Excellent

Risk Management Poor Poor Excellent Fair Fair

Predefined Schedule Fair Poor Fair Fair Poor

Midcourse Correction Poor unknown Fair Fair ExcellentCustomer Visibility Poor Fair Excellent Fair Excellent

Management Visibility Fair Poor Excellent Fair to FairFair Poor Excellent Excellent Fair

Low Management anddeveloper skill level Fair Excellent Poor Poor to Fair Poor

Low Overhead Poor Excellent Fair Excellent Fair

Les Dupaix - 4Earned ValueRapid Development (McConnell, 96)

The Development TriangleYou can control only two sides of a triangle; The third side MUST bea “free variable”.

Product(Functionality + Quality)

Schedule(Functionality Quality)

CostLes Dupaix - 5Earned Value

Cost

Change Possibilityg y4x

st

2x

rt\

Cos 1.5x

1.25xX8x

Eff

or

.8x.67x

.5x

.25x

Phase

RFI RFPContract Award

Req. Review

Design Review

Code Review

Test Delivery


PhaseCost Models for Future Life Cycle Processes: COCOMO 2.0 (Boehm, 1995)

Planning ValuePlanning ValuePlan a value for each h d t kphase and task.

All phases sum to the total projecttotal project.All tasks sum to each phase.pThe planned value for each task is the percent of the alue percent of the value for phase.Simple measures are Simple measures are the best and easiest.


Plan Example

Task Task Plan Cum Task #

Task Description

Plan Hours

Cum Hours

1 Presentation Plan

1 1Plan

2 Presentation Outline

2 3

3 Create 12 153 Create Presentation

12 15

4 Review Presentation

3 18

5 Present 1 19

6 Postmortem 1 20


Plan Value Example

Task Task Plan Cum Plan Cum Task #

Task Description

Plan Hours

Cum Hours

Plan Value

Cum Value

1 Presentation Plan

1 1 5 5Plan


2 3 10 15

3 Create 12 15 60 753 Create Presentation

12 15 60 75

4 Review Presentation

3 18 15 90

5 Present 1 19 5 95

6 Postmortem 1 20 5 100


Plan Value Example ith S h d l with Schedule Task

#Task

DescriptionPlan

HoursCum Hours

Week Plan

Plan Value

Cum Value

1 Presentation Plan

1 1 1 5 5


2 3 1 10 15Outline

3 Create Presentation

12 15 3 60 75

4 Review 3 18 4 15 904 Review Presentation

3 18 4 15 90

5 Present 1 19 5 5 95

6 Postmortem 1 20 5 5 100


Planning Milestones gA Need Finished

SystemWhat % of the whole

is each phase? Systemp

Requirements System TestAre we planning to

re-plan at the

High-Level Design Integration Testcorrect times?

Low-level Design Unit Test

Code


Isn’t this the same guy who made us attend

the “Planning I’ll go gather the

i t d the “Planning Seminar” last week?

requirements and come up with a

design. The rest of you START you START CODING!!


Slicing Milestones to Inch PebblesInch Pebbles

Separate Milestones Separate Milestones into Measure-able individual task that individual task that can be accomplished

– Review document – Identify interfaces– Write test plan

Id tif i t t Identify inputs to and outputs from each task (including Critical Path)


each task (including Critical Path)

Planning Milestones If you d ’t

gMore detailed

Plan or Re-plan

don’t know enough to Plan or Re plan enough to plan well, plan often

Entire Plan

plan often.

Entire PlanSystem Delivery

Know Measure-ableMilestones

Know the

critical Milestones critical path.


Example - Iterative ApproachPhase I 35%Phase I 35%

– Planning 7.5%» Entire Project 5%» Phase 2.5%

R i t 25%And during this

phase – Requirements 25%– Design 25%– Code 30%– Test 12.5%

phase ...

Phase II 30%– Planning 2.5%– Requirements 25%

Design 25%– Design 25%– Code 30%– Test 12.5%

Phase III 30%– Planning 2.5%– Requirements 25%– Design 25%– Code 30%Code 30%– Test 12.5%

System Test 5%


Plan Value Example

Task Task Plan Cum Plan Cum

Phase ITask

#Task

DescriptionPlan

HoursCum Hours

Plan Value

Cum Value

1 Project Plan 200 200 5 5

2 Phase Plan 100 300 2.5 7.5

i 5 5 53 Requirements 1000 1500 25 32.5

4 Design 1000 2500 25 57.5

5 Code 1200 3700 30 87.5

6 Test 500 4200 12.5 1006 Test 500 4200 12.5 100


Detailed Planned Value Example Example

T k T k Pl C Pl C

Project Plan (part of Phase I)Task

#Task

DescriptionPlan

HoursCum Hours

Plan Value

Cum Value

1Identify

Resources for 8 8 4 41 Resources for each Phase

8 8 4 4

2 Identify Requirements 78 86 39 43q

3Match

Requirements to Phases

20 106 10 53Including Critical

Path4 Identify Risk

Areas 20 126 15 63

5 System Test Plan 50 176 25 88

Path

Plan6 Review 20 196 10 98

7 Postmortem 4 200 2 100


Duration ChartsGantt (Bar) Chart

Si lSimpleCan show dependenciesTracking planned vs

Activity A

Activity B

Tracking planned vs actual

Milestone Time

Activity C

Activity D Milestone

Markers showing progressDoesn’t show consumption of resources

Activity A

Activity B

Normally part of Gantt chartZero duration Time

Activity C

Activity D


Zero duration

Critical Path Method (CPM)( )Network analysis technique– Used to predict project duration by

analyzing path with least amount of float– Early dates: Forward pass calculation– Late dates: Backward pass calculationCritical path– The series of activities determining the earliest

completioncompletion– Usually defined as activities with float < or = a

specified value (often zero)


Critical Path Method

Critical PathCritical Path

Gantt Chart is common methodof display. Can also be a pert chart.


Rebuilding Milestones from Inch Pebbles

And if Charlie from Inch Pebbles

To make a schedule you need 3 things

does not get hurt again we

you need 3 things– the estimated direct project

hours

...

– a calendar of available direct hours

– the order in which the tasks will be done

You then need toYou then need to– estimate the hours needed

for each task– spread these hours over the

calendar of available hours– Make sure you check and

h k C i i l P h


recheck Critical Path

Earning ValuegNo schedule

blYou earn value when you

problemsthat I can see!

ycomplete a task

No partial credit


Earned Value ExampleP j t Pl ( t f Ph I)

Task Task i i

Plan Cum Plan l

Cum Plan Plan

k Week HoursActual Hours

Cum Earned

Project Plan (part of Phase I)

# Description Hours Hours Value Plan Value Week Week Hours Hours

CumEarned Value

1Identify

Resources for each Phase

8 8 4 4 1 1 7 7 4

2 Identify Requirements 78 86 39 43 4 6 96 103 43

3Match

Requirements 20 106 10 53 5 7 24 127 533 Requirements to Phases

20 106 10 53 5 7 24 127 53

4 Identify Risk Areas 20 126 10 63 6

5 System Test Plan 50 176 25 88 8

6 Review 20 196 10 98 9

7 Postmortem 4 200 2 100 9

Only get credit on the week completed


the week completed

Status Reporting708090

100p g

Status is earned 010203040506070

Status is earned compared to plannedWhen earned and plan

1 2 3 4 5 6 7 8 9

Actual Planned

When earned and plan get too far off balance Re-PlanRe PlanRemember life happenshappensYou probably never can catch up


Communication Communicating with a Software Engineers is only slightly less difficult than Large-scale software

requires many

slightly less difficult than communicating with the

DEAD.q ypeople - and without a process, there is p ,little (if any) effective communication. Earned value versus Earned value versus planned value can be a simple sanity be a simple sanity check


QuestionsQ


Documents

Planning Value S T S C - dtic. · PDF fileCost Models for Future Life Cycle Processes: COCOMO 2.0 (Boehm, 1995) Planning Value