Tools and Techniques for SDP, Outputs from SDP, SDP Execution

<< Project Planning Objectives, Primary Planning Steps

PLANNING: Elements of SDP >>

Software Project Management (CS615)

LECTURE # 24

4. PLANNING

4.7.4 Tools and Techniques for SDP

6. Project planning methodology. A project planning methodology is any

structured approach used to guide the project team during development of the

project plan. It may be as simple as standard forms and templates (whether

paper or electronic, formal or informal) or as complex as a series of required

simulations (e.g., Monte Carlo analysis of schedule risk). Most project

planning methodologies make use of a combination of "hard" tools, such as

project management software, and "soft" tools, such as facilitated startup

meetings.

7. Stakeholder skills and knowledge. Every stakeholder has skills and

knowledge that may be useful in developing the project plan. The project

management team must create an environment in which the stakeholders can

contribute appropriately. Who contributes, what they con-tribute, and when

they contribute will vary. For example:

On a construction project being done under a lump-sum contract, the

professional cost engineer will make a major contribution to the

profitability objective during proposal preparation when the contract

amount is being determined.

On a project where staffing is defined in advance, the individual

contributors may contribute significantly to meeting cost and schedule

objectives by reviewing duration and effort estimates for

reasonableness.

8. Project management information system (PMIS). A PMIS consists of the

tools and techniques used to gather, integrate, and disseminate the outputs of

project management processes. It is used to support all aspects of the project

from initiating through closing, and can include both manual and automated

systems.

9. Earned value management (EVM). A technique used to integrate the

project's scope, schedule, and resources and to measure and report project

performance from initiation to closeout.

4.7.5

Outputs from SDP

1. Project plan: The project plan is a formal, approved document used to

manage project execution. The project schedule lists planned dates for

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Software Project Management (CS615)

performing activities and meeting milestones identified in the project plan.

The project plan and schedule should be distributed as defined in the

communications management plan (e.g., management of the performing

organization may require broad coverage with little detail, while a contractor

may require complete details on a single subject). In some application areas,

the term integrated project plan is used to refer to this document. A clear

distinction should be made between the project plan and the project

performance measurement baselines. The project plan is a document or

collection of documents that should be expected to change over time as more

information becomes available about the project. The performance

measurement baselines will usually change only intermittently and then

generally only in response to an approved scope of work or deliverable

change.

4.7.6

SDP Execution

Project plan execution is the primary process for carrying out the project plan the

vast majority of the project's budget will be expended in performing this process.

In this process, the project manager and the project management team must

coordinate and direct the various technical and organizational interfaces that exist

in the project. It is the project process that is most directly affected by the project

application area in that the product of the project is actually created here.

Performance against the project baseline must be continuously monitored so that

corrective actions can be taken based on actual performance against the project

plan. Periodic forecasts of the final cost and schedule results will be made to

support the analysis.

4.7.7

Inputs to SDP Execution

1. Project plan: The subsidiary management plans (scope management plan,

risk management plan, procurement management plan, configuration

management plan, etc.) and the performance measurement baselines are key

inputs to project plan execution.

2. Supporting detail

3. Organizational policies: Any and all of the organizations involved in the

project may have formal and informal policies that may affect project plan

execution.

4. Preventive action: Preventive action is anything that reduces the probability

of potential consequences of project risk events.

5. Corrective action: Corrective action is anything done to bring expected

future project performance in line with the project plan. Corrective action is

an output of the various control processes--as an input here it completes the

feedback loop needed to ensure effective project management.

4.7.8

Tools and Techniques for SDP Execution

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Software Project Management (CS615)

1. General management skills: General management skills such as leadership,

communicating, and negotiating are essential to effective project plan

execution.

2. Product skills and knowledge: The project team must have access to an

appropriate set of skills and knowledge about the project's product.

3. Work authorization system. A work authorization system is a formal

procedure for sanctioning project work to ensure that work is done at the right

time and in the proper sequence. The primary mechanism is typically a written

authorization to begin work on a specific activity or work package. The design

of a work authorization system should balance the value of the control

provided with the cost of that control. For example, on many smaller projects,

verbal authorizations will be adequate.

4. Status review meetings. Status review meetings are regularly scheduled

meetings held to exchange information about the project. On most projects,

status review meetings will be held at various frequencies and on different

levels (e.g., the project management team may meet weekly by itself and

monthly with the customer).

5. Project management information system.

6. Organizational procedures. Any and all of the organizations involved in the

project may have formal and informal procedures that are useful during

project execution.

4.7.9

Outputs from SDP Execution

1. Work results. Work results are the outcomes of the activities performed to

accomplish the project. Information on work results--which deliverables have

been completed and which have not, to what extent quality standards are

being met, what costs have been incurred or committed, etc.--is collected as

part of project plan execution and fed into the performance reporting process.

It should be noted that although outcomes are frequently tangible deliverables

such as buildings, roads, etc., they are also often intangibles such as people

trained who can effectively apply that training.

2. Change requests. Change requests (e.g., to expand or contract project scope,

to modify cost [budgets], or schedule estimates [dates, etc.]) are often

identified while the work of the project is being done.

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