MONITORING AND CONTROLLING -1.pptx

1. MO N I T O R I N G AN D CONTROLLING

2. TABLE OF C O NT E NT INTRODUCTION PROJECT CONTROL CYCLE COLLECTING THE DATA BENEFITS OF REVIEW COST MONITORING EARNED VALUE ANALYSIS GETTING THE PROJECT BACK TO TARGET CHANGE CONTROL SOFTWARE CONFIGURATION MANADEMENT(SCM)

3. INTRODUCTION M o n i t o r i ng : M on i t o r i n g i s t h e re g u l ar observation and recording of activities t a ki n g pl ace i n a p r o j ect o r p r o g ra mm e . C o ntr o l : C ont r o l l in g m ea n s t o m a k e s u re th at th e ac t i v i t i es i n an o r g a n i za t i o n are p er f o r m ed as p er th e pl a n s . In the Project Life Cycle, the project m on i to r i n g a n d c ont r o l ph a s e h a pp e n s i n th e e x ec ut i o n ph a s e. Pr o j ect m a n a g e m e n t m on i to r i n g a n d controlling involves actively reviewing th e s t a tu s o f p r o j ect as i t p r o cee d s , evaluating potential obstacles, and i m pl e m e nt i n g n ece ss ary c h a n g e s .

4. PROJECT CONTROL CYCLE Exercising control over a project and ensuring that targets are met is a matter of regular monitoring, finding out what is h a pp e n i n g , a n d c o m p ar i n g i t w i t h c u rre n t t ar g e t s . If there is a mismatch between the planned outcomes and the actual one then either preplanning is needed to bring the project back on target or the target will have to be revised. It also illustrates that experiences gained from in from one project can feed into the planning stages of future projects.

5. COLLECTING THE DATA Managers will try to break down long activities into more controllable tasks of one or two weeks’ duration. It will still be necessary to gather information about partially completed activities and, in particular, forecasts of how much work is left to be completed. It may be difficult to make such forecasts accurately. Where there is a series of products, partial completion of activities is easier to estimate. Counting the number of record specifications or screen layouts produced, for example, can provide a reasonable measure of progress.

6. BENEFITS OF REVIEW Review usually helps to identify any deviation from s t a nd ar d s , i n c lud i n g i ss u es th at m i g h t a ff ect m a i nt e n a n ce o f th e s o f t w are. Reviewers suggest ways to improve the work product s u ch as u s i n g a l g o r i th m s th at are m o re t i m e s p ace efficient.

7. C O S T M O N I T O R I N G Expenditure monitoring provides an indication of the effort that has gone into a project. A project might be on time but only because more money has been spent on activities than originally budgeted. A cumulative expenditure chart such as that shown in Figure. It provides a simple method of comparing actual and planned expenditure. Figure illustrates a project that is running late or one that is on time but has shown s ub s t a nt i al c o s t s s a v i n g s .

8. EARNED VALUE ANALYSIS Earned value analysis is based on assigning a ‘value’ to each task or work package as identified in the work breakdown structure (WBS) based on the original expenditure forecasts. The assigned value is the original budgeted cost for the item and is known as the planned value (PV) brudgeted cost of work scheduled (BCWS). A task that has not started is assigned the value zero and the project, is credited with the original planed value of the task. The total value credited to a project at any point is known as the earned value (EV)or budgeted cost of work performed (BCWP) and this can be represented as a money value, an amount of staff time or as a percentage of the PV.

9. GETTING THE PROJECT BACK TO TARGET The project manager task is to recognize when delays and unexpected events are happening (or if possible, about to happen) and, with the minimum delay and disruption to the project team attempt to mitigate the effects of the problem. The project manager tries to ensure that the scheduled project end date remains unaffected. T w o m a i n s t ra t e g i es t o b r i n g p r o j ect o n t ar g e t :

10. CHANGE CONTROL Change control implies the authority to approve and rank the changes. It combines the automated tool with human to provide a mechanism for control of change. It is evaluated to assess the technical aspect of configuration items and the budget. Change control procedures : Makes the final decision on the status and the priority of the change based on the change report. C h a n g es i n s c op e o f a sys t em : C h a n g es don e l ea d s t o c h a n g es i n th e si ze o f th e s y s t e m . Changes can be either from management or from user. The changes made should not make the system to be inconsistent by affecting the estimating factors.

11. SOFTWARE CONFIGURATION MANAGEMENT (SCM) Software configuration management (SCM) is the discipline for systematically controlling the changes that take place during development. Software configuration management is a process independent of the development process largely because most development models cannot accommodate change at any time during development. Various terminologies used in SCM: Configuration: The configuration of software is the state of various work products that are under configuration control. Version: Versioning is a numbering scheme that helps us identify a specific configuration at a certain point in time. Revision: A revision system is a numbering scheme that is used to identify the state of a configuration item at any time. Baseline: A baseline is a software configuration that has been formally reviewed and agreed upon, and s er v es as a b a s i s f o r f u r th er d e v e lop m e nt . Variant: Variants are versions that are intended to coexist. configuration control.

12. VISUALIZING PROGRESS Once data has been collected about project progress, a manager needs some way of presenting that data to greatest effect. Some of these methods such as Gantt charts provide a static picture, a single snapshot, whereas others such as time line charts try to show how the project has progressed and changed over time. The Gantt Chart :- Gantt chart is a technique used for tracking project progress. The Slip Chart :-A slip chart provides a more striking visual indication of those activities that are not progressing to schedule.

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