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Software Project Management

Fifth Edition

Chapter 9

Monitoring

and

control

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Monitoring

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Once work schedules have been published & project is

started ,attention must be focused on progress.

Requires monitoring of what is happening.

Comparison of actual achievement against the schedule.Where necessary , revision of plans & schedules is made

to bring the project back on target.

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The Project control cycle

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1.Responsibilities

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2.Assessing progress

3.Checkpoints predetermined timeswhen progress is checked

Event driven: check takes place when aparticular event has been achieved

Time driven: date of the check is pre-

determined

4.Frequency of reportingThe higher the management level then generally the longer the gaps

between checkpoints

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Reporting

Oral formal regular meetings

Oral formal ad-hoc

Written formal regular job sheet, DPR

Written formal ad-hoc- change reports

Oral formal ad-hoc: general discussion

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Collecting progress details

Need to collect data about:

Achievements

Costs

A big problem: how to deal withpartial completions99% completion syndrome

Possible solutions:

Control of products, not activities

Subdivide into lots of sub-activities

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Red/Amber/Green reporting

Identify key tasks (first-level)

Break down into sub-tasks(second-level)

Assess subtasks as:

Green on targetAmber not on target but recoverable

Red not on target and recoverable only withdifficulty

Review all sec-level assessments to arrive at first-level assessments

Review both to produce overall assessments.

Status of critical tasks is particularly important

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Visualizing Progress

The Gantt Charts

The Slip Chart

The Timeline

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Gantt charts

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Slip charts

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The

timeline