cc5001 week 12 implementation 2012

7/30/2019 CC5001 Week 12 Implementation 2012

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Implementation stage Inputs to implementation stage:

Baseline plans

Authorisation to proceed Details of next formal review point


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Project completion

Project Life-Cycle:

Conceptualisation

Planning

Implementation Completion


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Implementation stage

Con. Plan Impl. Comp.

Level of effort


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Implementation stage Monitoring and controlling progress

Quality management

Human resource management

Scope management and change control

Risk management


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Monitoring & controlling Cost management

Time management

Expectation management

Issue management

Communicating and reporting

(Related to risk, scope, configuration, quality and

human resource management)


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Monitoring & controlling

Time

Cost Quality

Trade off: time, cost, quality


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Time

Cost Quality

Trade-off: time, cost, quality, scope

Scope


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Monitoring & controlling Need a structured approach

Regular data capture for all on-going activities

Detail and accuracy should be consistent with risk level

frequent detailed progress reports on critical activities required

(based on Burke, 1999)


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Monitoring & controlling Project manager must encourage all those reporting

on progress to:

Report honestly

Report everything

Dont be over-optimistic

(tasks always 99% complete)

Dont be over-pessimistic(nothings finished!)


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Monitoring & controlling Use written feedback - maintain records

Confirm understanding

need for monitoring

how to complete paperwork

Consult on preferred format

correct completion more likely

Keep it simple

more likely to be completed


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TaskID

ActualStart

OriginalEstimate

EfforttoDate

Estimate toCompletion

Completed

0001 01/10/12 32 30 0 09/11/12

0005 22/10/12 50 45 12

Time sheetContractor: Dora Hinge Date: 04/04/12


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Monitoring & controlling Check actual progressagainst planned progress

Gantt chart shows plan

indicate progress against plan(are we currently ahead/behind schedule?)


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Gantt chart - plan

Time line:week1

week2

week3

week4

week5

week6

week7

week8

week9

week10

Activities:

Request Jones paper

Request Smith paper

Review Jones paper

review Smith paper

Interview subjects

set q's for questionnaire

issue questionnaire

Analyse data from

q'naire

have report proof read

Write report

Submit report


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Gantt chart monitoring progress

Time line:week1

week2

week3

week4

week5

week6

week7

week8

week9

week10

Activities:

Request Jones paper

Request Smith paper

Review Jones paper

review Smith paper

Interview subjects


issue questionnaire

Analyse data from

q'naire


Write report

Submit report

started on time

finished on time

T

o

d

a

y


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1616


Time line:week1

week2

week3

week4

week5

week6

week7

week8

week9

week10

Activities:

Request Jones paper

Request Smith paper

Review Jones paper

review Smith paper

Interview subjects


issue questionnaire

Analyse data from

q'naire


Write report

Submit report

started late

finished on time

T

o

d

a

y


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Time line:week1

week2

week3

week4

week5

week6

week7

week8

week9

week10

Activities:

Request Jones paper

Request Smith paper

Review Jones paper

review Smith paper

Interview subjects


issue questionnaire

Analyse data from

q'naire


Write report

Submit report

started on time finished early

T

o

d

a

y

G tt h t it i


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Gantt chart monitoringprogress

Time line:week1

week2

week3

week4

week5

week6

week7

week8

week9

week10

Activities:

Request Jones paper

Request Smith paper

Review Jones paper

review Smith paper

Interview subjects


issue questionnaire

Analyse data from

q'naire


Write report

Submit report

started on time

finished late delay to start of next activity

T

o

d

a

y


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19


Time line:week1

week2

week3

week4

week5

week6

week7

week8

week9

week10

Activities:

Request Jones paper

Request Smith paper

Review Jones paper

review Smith paper

Interview subjects


issue questionnaire

Analyse data from

q'naire


Write report

Submit report

started late delayed by previous activity finished late delay to start of next activity

T

o

d

a

y


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20


Time line:week1

week2

week3

week4

week5

week6

week7

week8

week9

week10

Activities:

Request Jones paper

Request Smith paper

Review Jones paper

review Smith paper

Interview subjects


issue questionnaire

Analyse data from

q'naire


Write report

Submit report

not yet started delayed by previous activity

T

o

d

a

y


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2121


Time line:week1

week2

week3

week4

week5

week6

week7

week8

week9

week10

Activities:

Request Jones paper

Request Smith paper

Review Jones paper

review Smith paper

Interview subjects


issue questionnaire

Analyse data from

q'naire


Write report

Submit report

reschedule to compensate for delay back on schedule


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Monitoring & controlling Progress must be tracked against the baseline plan

plannedcost versus actualcost

(are we currently under/over budget?) plannedtime versus actualtime

(are we currently ahead/behind schedule?)


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Monitoring & controlling One method of tracking is to use the earned value:

Budgeted cost of work scheduled (BCWS)

Budgeted cost of work performed (BCWP) Actual cost of work performed (ACWP)

Schedule variance: difference betweenBCWP&

BCWSCost variance: difference between BCWP & ACWP


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Monitoring & controlling With earned value, all variances are costs (a

good way of focussing the mind)

schedule varianceshows if project isoverrunning

cost varianceshows if project is overspent

For many projects it is enough to measure

effort to date revised estimate to complete

Update plan after each tracking cycle


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Budgeted cost of work scheduled (BCWS)How much we expected the work we plannedwouldcost

Budgeted cost of work performed (BCWP)How much we expected the work we didwouldcost

Actual cost of work performed (ACWP)How much the work we didreallycost


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Schedule varianceshows if project is overrunning

-negative value shows project is running late

0 zero shows project is on time = positive shows project is ahead of schedule!


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Cost varianceshows if project is overspent

- negative value shows project is overspending

0 zero shows project is on budget + positive shows project is under budget!


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Monitoring & controlling If variances (deviation from baseline plan) become

significant, project manager must take action:

Allocate more resources

Reschedule

Modify scope

Accept slippage

(with stakeholder agreement)


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Quality management The project manager must ensure that all products

are to the required quality

Quality management system: Ensuring that procedures are in place

Ensuring that procedures are followed

Checking final products meet the quality required

Inspection cannot addquality


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Quality management Quality plan forms part of baseline plan, and includes:

Standards to be used

Processes and procedures to be used Who ensures procedures and standards are followed

When checks are to be made


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Quality management Quality monitoring can take place at various stages

Each product can be checked once complete

Products can be checked at different stagesindevelopment

Random checkingcan take place

e.g. sampling


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Quality management Monitoring can take the form of:

Self-checking

Reviews

Walkthroughs (group review)

Detailed inspection (formal walkthrough)

Full audit (process and product)


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Configuration managementBS8488 (1984) definition

the discipline of identifying the components of a

continuously evolving system

(taking into account relevant system interfaces)

for the purposes ofcontrolling changesto thesecomponents and maintaining integrityandtraceability

from Cadle & Yeates (2001)

Configuration management and change control


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Configuration management

control ofdifferent versionsof thevarious software components of an IS

may include hardware, operating system,software, database, documentation, etc.

from Cadle & Yeates (2001)



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Configuration management involves

identifyingchanges to products

controllingchanges to products

ensuring changes are made properly

reportingchanges to others(Beynon-Davies, 2002)

Change control: managing changes to an IS, includingimpact analysis, authorisation and documentation



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Configuration management involves

understanding

dependenciesbetween different components

compatibilityof different versions of components

of an Information System



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Configuration management Configuration management

ensures that all elements needed to make up a

system are recorded and controlled

Configuration items

subject to change, must be authorized and audited

include specifications and documentation


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Configuration management Configuration management

ensure configuration items needed to make up a

system are complete and consistent

must ensure that changes to configuration items are

subject to appropriate change control mechanisms


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Change control Change control

ensure changes only occur after

careful consideration of impact

appropriate authorisation granted

ensures that changes are suitably documented

Change controland configuration managementare

often confused


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Risk management Risk analysis / management cycle:

Overall approach to risk management must be

planned (in baseline plan)

Risks need to be identified and analysed

Risks need to be monitored and managed

Repeat the steps, tuning the process to the changing

project environment


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Risk management PRINCE (e.g. CCTA, 1997) separates risk analysis

into three activities:

Risk identification

Risk estimation

Risk evaluation


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Risk management PRINCE (e.g. CCTA, 1997) lists 4 major activities

during risk management:

Planning

Resourcing

Monitoring

Controlling


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Summary Implementation

carrying out the plan

monitoring performance

rescheduling if necessary

managing change

managing risk


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Further reading Burke, R (1999) Project Management: Planning and Control

Techniques, Chichester: Wiley (or more recent editions)

Central Computer & Telecommunications Agency (1997) PRINCE 2:

An Outline, London: The Stationery Office

Maylor H (1999) Project Management (2nd Edition), London: Pitman

Publishing

Yeates D & Cadle J (1996) Project Management for Information

Systems, London: Pitman Publishing

Lockyer K & Gordon J (1996) Project Management and ProjectNetwork Techniques (6th Edition), Harlow: Prentice-Hall


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cc5001 week 12 implementation 2012

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