Quantitative management of software projects (CMMI High Maturity) practical experience--supervision and control of project management process

Continued: Quantitative management of software projects (CMMI High Maturity) practical experience--an overview

Continued: Software Project quantification Management (CMMI High Maturity) practical experience talk--the project management process Planning Chapter

2. Project supervision and control

Project monitoring is around the project implementation plan, tracking progress, cost, quality, resources, grasp the status of the work, in order to make appropriate resource allocation and schedule adjustment, determine the start and end time of the activity, and record the actual progress situation, in certain circumstances, the path, risk, decision-making, measurement, quantification management and other aspects of the analysis. In the implementation of the project, the project should be monitored at any time, so that the project according to the planned progress, technical indicators to complete, and provide feedback information at this stage, in order to facilitate the smooth implementation of the follow-up phase and the completion of the project. Enable managers to take effective measures when the project progresses significantly away from the project plan.

2.1. Project Role Responsibilities

The project manager, team members and stakeholders are responsible for the project supervision and control process as follows:

2.1.1, project manager responsibilities

1. Preparation of the weekly project work;

2. Organize and participate in the project team meetings;

3. Submit the project work weekly to the department manager and report the project exceptions in a timely manner;

4. Organize and participate in the project milestone review at the project milestone;

5. Monitor project progress, identify project deviations, and analyze, resolve and track deviations, update project plans;

6. Identify tracking risk issues and avoid risks until the risk issues are closed;

7. Conduct stakeholder program tracking, organize stakeholder participation in milestone meetings and other seminars.

2.1.2, project members and stakeholder responsibilities

1. The project team prepares the "personal work weekly" and submits it to the project manager;

2. Configure the Administrator to submit the configuration management work weekly;

3. Department manager and deputy general manager receive the "Project work weekly" To understand the project progress;

4. Client representatives and their supervisors receive the project (external) weekly work to understand the progress of the project.

2.2. Monitoring object and input/output

The monitoring object is mainly the plan of all planning stages, and the development schedule, work and quality, resources, communication, purchasing and so on.

2.2.1, monitoring input

Project Implementation Plan

Project Progress Plan

Quality assurance plan and tracking table

Configuring management plans and Tracking tables

Risk Management Tracking Table

Procurement plan

2.2.2, monitoring output

Project Progress Plan (updated)

Personal work Weekly

Project Work Weekly

Project Metrics Database

Milestone report

Minutes of regular meeting

Milestone Review Meeting Minutes

Risk Management Tracking Table (updated)

External stakeholder Management Records

2.2.3, Metrics

Progress deviation rate = (planned duration-Actual duration)/scheduled duration

Spi=ev/pv

Cpi=ev/ac

The amount of work and other resources required to complete the tracking and oversight activities

2.3. Main activities and practice methods in monitoring

In the project monitoring activities, the usual practice is to monitor the activity cycle with the natural week and the project milestone, the project task tracking management, the project weekly meeting, the project weekly and the measurement as the main activities, the project weekly is an important carrier of the work, is the project monitoring information sharing and presentation. The project task tracking management activity is the core control method of monitoring activity, which also requires that the project schedule and task decomposition are gradual. To summarize, the activities are:

Project schedule refinement and task decomposition;

Fill in the Personal Weekly Report feedback task completion;

Organize and hold project weekly meeting;

Fill in the Project weekly Report and share to the project stakeholders;

Communicate with project stakeholders regularly;

Organize activities by milestone and review milestone report through milestone meeting;

Handle project deviations;

Update the Metrics database.

2.3.1, Project schedule refinement and task decomposition

The project manager refines the plan for the next phase at the end of each phase and updates the project schedule. At each weekly meeting, according to the work task completion and project schedule of the last week to this weekly meeting, determine next week's work target and assign next week's task, update into the project schedule.

Project managers ' project schedules using tools such as project inception are milestone-based, coarser-grained WBS task decomposition, while detailed tasks are refined as the project progresses, and there is no need to prepare the schedule very carefully at the beginning of the project. For example, I used to manage the project, put a lot of effort to develop their own think more detailed schedule, but the emergence of demand, design, human resources changes when the adjustment is very labor-intensive, it seems that the project tracking relatively thin, in fact, more and more serious disconnect, and not practical, so after two projects, No longer superstitious about project tools. Tools are tools only, must have a system of support, reasonable use of a variety of tools to do the project.

Job Refinement Split Requirements:

1) to split the project activity into the granularity needed to meet the estimated object to be implemented next.

Define the high-level elements of the WBS in the early stages of the project, and then define the lower elements of the WBS when detailed planning is performed.

The split starts at the first level of the WBS. The first and second tiers are typically determined using the selected software lifecycle model, and then each layer is identified by layers, including the development phase, process, and product.

Typically no more than five layers, the lowest-level elements are usually defined at each stage in detailed planning.

2) When defining detailed tasks (the lowest level element), refer to the "80 hour principle", according to the actual management requirements of the company, in principle, as far as possible all the project activities into one person (except the meeting), do not undertake other tasks can be completed in a week (40 hours) or less time to complete the task, Each task should produce a visible work product.

3) Task splitting plan according to experience, two weeks of task planning is appropriate, planning time is too long easy to change, resulting in unnecessary adjustment plan management costs.

Task Refinement Management properties:

1) Refinement attributes are: Project name, milestone, task information, task information including: task type, Project stage, Project module, Task Name, Task Group, Task stage type, select person, scheduled start time, scheduled end time, scheduled work, priority, important level, task description, whether direct assignment, Task difficulty coefficient and other information;

2) Management attributes are: Task actual completion time, actual completion of workload, work results, completion of functional points, difficulty system.

Fine-grained management of tasks, as detailed in the following fine-grained management content.

2.3.2, fill in the Personal Weekly Report feedback task completion

Project members (including: Project managers) fill in the weekly "personal work weekly name". A complete list of individual weekly tasks is required for the completion of this week's mission. The project number, the project name, and the same as the project confirmation. All tasks must fill in the Task Name, task type, owning stage, hours spent, or overdue. All tasks from the project schedule are to be filled in with the task number, task name, and the task number and task name on the project schedule, in the personal Weekly Report. The project member submits the personal weekly report to the project manager before the meeting.

Quality assurance personnel only need to fill in the "Quality Assurance work weekly", configuration management personnel only need to fill out the "Configuration management work weekly."

If there is no professional tool management task tracking management, the meaning of personal weekly is not very large, mainly information isolation, feedback lag, form is greater than the meaning, but, not also not. Therefore, the general use of professional tools for task tracking management, problem tracking management,

2.3.3, Project Week meeting

First, the project manager is required to prepare the project weekly meeting, the project manager according to the implementation of the project, reference to the project work weekly and the measurement database, from the project progress, cost (workload), change of requirements, process and product quality, stakeholder engagement program tracking, data management, Identify project deviations in several aspects of risk and problems, analyze and solve deviations, summarize lessons learned, and refine the next milestone work objectives and tasks.

If it is a milestone meeting, the milestone report needs to be prepared.

Also, before a meeting, the schedule of the meeting needs to be communicated to the participants.

According to the schedule, the project manager organizes the project members to participate in weekly meetings and usually discusses the following topics:

1) This week's work Progress bulletin, deviation notification, members explain the reason for the deviation. Analyze the deviation and give the solution;

2) Communicate technical issues within the project (no more than 0.5 hours). If the meeting cannot be resolved, it will be discussed separately after the meeting;

3) The project manager at the weekly meeting, according to this week's work task completion and project plan, to determine the next week's work objectives, and through the Project management tool (PMS) to assign next week's work tasks;

4) Tracking project risks, problems and measures taken, identify new risks, problems, and analysis, and formulate strategies for coping;

5) Project-level QA report last week's audit findings and improvement recommendations;

6) Project Configuration Manager cm report configuration management, including configuration audit and configuration changes;

Description: Specify the project team members will be discussed, the content of communication including next week's plan, questions, risk discussion results form the meeting minutes.

2.3.4, Project Weekly

After the project week meeting, the project manager reviews the individual work weekly submitted by the project members. According to the meeting minutes, the completion of the task is updated to the project schedule, and the risk identification and tracking are updated to the risk Management tracking table. Update the project progress data, issues, risk tracking and handling, and related stakeholder tracking to the project work weekly, record the stakeholder and stakeholder activities in the external stakeholder management records to the project Weekly, and submit the project work weekly to the department manager and vice president.

Note 1: Usually, the user side also need to track the project, need to provide users with a user-project weekly, the company's internal management of some content should not be reflected in the user-reviewed weekly, need the project manager discretion.

NOTE 2: "Project work weekly" information from the project schedule, "Personal work Weekly", "Minutes of the meeting", "risk management tracking table."

Note 3: If there are significant progress adjustments in the project, the project manager needs to inform the Department manager in a timely manner.

1) Completion of work

2) next week's job assignment

The next week's task is similar to the previous table, and this is slightly.

The data sources for the next week's mission and last week's completion are usually from professional project management tools.

3) Carry out the workload statistic analysis in the project weekly

4) tracking risks and issues through project weekly

5) in the project Weekly, the integration volume data

2.3.5, updating the Metrics database

The project manager collects the project data according to the implementation of this phase in accordance with the measurement analysis plan in the project implementation plan, and updates to the project metrics database, see the measurement analysis process in detail.

2.3.6, handling Project deviations

Deviation processing is mainly divided into identification, analysis, resolution and tracking four steps:

1) Identification: At the project meeting, milestone meeting two trigger points, identify the project deviation, by the project manager is recorded in the project work weekly, the milestone report.

2) Analysis: Discuss with relevant stakeholders, find out the root causes of deviations and develop corrective measures, respectively, recorded in the project work weekly, Milestone report.

3) Solve: Implement corrective action. If you need to revise the project schedule, publish within the group and inform the department manager. If the plan changes are involved, the project plan needs to be re-evaluated, see the project planning process.

4) Tracking: The project manager is responsible for tracking the implementation and effectiveness of the resolution and identifying new deviations.

2.3.7, milestone follow-up management--hold milestone review meeting

1) Prepare the meeting

Project Manager According to the project implementation, reference "project work Weekly" and "Measurement Database", from the project progress, cost (workload), change of requirements, process and product quality, stakeholder engagement plan tracking, data management, risk and problems in several aspects of identification project deviation, and to the deviation analysis and resolution, Summarize the lessons, refine the next milestone work objectives and tasks, and generate the milestone report.

2) Convene a meeting and form the minutes of the meeting

The project manager invites department managers, account managers, project members, project-level QA, and project-level CM to attend milestone meetings. If possible, invite customers, end-users to participate in milestone meetings.

The project manager reports to the department manager on the achievement of the milestones and the next milestone objectives and tasks, and the department manager gives the milestone review comments and recommendations.

The project manager, together with the relevant stakeholders, summarizes the lessons learned. Designated project team members will be discussed, the content of the communication will form the milestone review meeting minutes.

3) Follow-up work

The project manager updates the Milestone report and publishes it within the project team, based on milestone meeting content and milestone review meeting minutes.

2.3.8, external stakeholder management

Hold meetings with external stakeholders on a regular or as needed basis to inform project changes or issues (risks), and to resolve issues together.

When the urgency or severity of a problem or risk is low, you can communicate with the team's external stakeholders by mail or by phone.

The project manager records the circumstances of the project team's external stakeholders and the time, manner, content, and results of communication with the team's external stakeholders in the external stakeholder management records.

2.3.9, project cost and resource monitoring and management

The main objective is to control the actual start of the project within the budget. Record all project expenses, compare with the planned expenditure, see if it exceeds the original budget, if there is a large deficit, find out the specific expenses, analyze the reasons and take corresponding measures.

The cost of software projects is mainly embodied in the labor cost, that is, the workload, including the project outsourcing personnel, but also through the workload to reflect the procurement costs. In addition, the control of travel and other points are within the scope of monitoring, control project budget.

According to the project budget, budget, annual budget, monthly budget, the management of the cost costs.

The purpose of project monitoring is to enable managers (including project managers and senior managers) to keep abreast of the progress of the project during project execution, and to take the necessary steps to solve the problem when the project's progress does not meet the plan.

Cond......

Reference:

Baidu Encyclopedia. Project Monitoring

Quantitative management of software projects (CMMI High Maturity) practical experience--supervision and control of project management process