se-280 dr. mark l. hornick schedule planning & earned value
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SE-280Dr. Mark L. Hornick
Schedule Planning &Earned Value
SE-280Dr. Mark L. Hornick
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So far, you have made project plans, which estimate the task time for project phases.
The work breakdown identifies the tasks necessary
for successful process completion.
Plan
Design
DLDR
Code
CR
Test
PM
A total time estimate is distributed across the tasks
(each task's effort is estimated)
SE-280Dr. Mark L. Hornick
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In addition to a project plan, you also often need a period plan (i.e. a calendar schedule)
A period plan links project tasks to specific dates, indicating the sequence of activities and projected milestones.
For non-trivial projects, both project and period plans are required, and they must be effectively
linked.
SE-280Dr. Mark L. Hornick
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To make a period plan, you must know the distribution of available "task hours".
Task hours represent the time spent on specific tasks in the project plan.
How many task hours should a team expect to have in a 40-45 hour week?
Total work time
Project Non-project
Task Non-task• Boolean• Necessary• Plannable• Worth planning
• Time logging• Team meetings• Brief consults• Brainstorming
• Other projects• Email• Training• Other meetings• Lunch
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Here is an example of making a period plan or schedule.
Task A: 10 hours
Task B: 8 hours
Task C: 7 hours
Task D: 3 hours
10
18
25
28
Week 1: 12 hours
Week 2: 5 hours
Week 3: 10 hours
Week 4: 9 hours
12
17
27
36Task E: 9 hours
37Week 5: 11 hours
47
Cumulative task time Cumulative schedule time
SE-280Dr. Mark L. Hornick
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Here is an example of making a period plan or schedule.
Task A: 10 hours
Task B: 8 hours
Task C: 7 hours
Task D: 3 hours
10
18
25
28
Week 1: 12 hours
Week 2: 5 hours
Week 3: 10 hours
Week 4: 9 hours
12
17
27
36Task E: 9 hours
37Week 5: 11 hours
47
Cumulative task time Cumulative schedule time
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From the schedule, we can identify task-completion milestones.
Task Scheduled task completion (week)
# 1 2 3 4 5
A 1 X
B 3 X
C 3 X
D 4 X
E 5 X
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The Planned Value (PV) of each task is the percentage it represents of the total planned project time.
TaskPlan hrs. PV%
Cum. hrs.
Cum. PV%
Plan wk.
A 10
B 8
C 7
D 3
E 9
Total 37
Cumulative PV by Week
0
10
20
30
40
50
60
70
80
90
100
0 1 2 3 4 5 6
WeekC
um
. P
V
27.0
21.6
18.9
8.1
24.3
100
10 27.0
18 48.6
25 67.6
28 75.7
37 100.0
1
3
3
4
5
SE-280Dr. Mark L. Hornick
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Earned value (EV) represents the cumulative planned value of completed tasks, even if they are not completed in the planned sequence.
Week Task PV% EV%Cum.
EV
1 A
D
2 B
3 --
4 C
5 --
6 E
Cumulative PV/EV by Week
0
10
20
30
40
50
60
70
80
90
100
0 1 2 3 4 5 6 7
Week
27.027
8.1
21.6 21.6
-- --
18.9 18.9
-- --
24.3 24.3
27
56.7
56.7
75.6
75.6
100.0
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This simplified example illustrates some possible planning problems.
The task granularity (size) is too large for meaningful planning, and some plan/actual weeks have no
completed tasks.
Generally, each team member should complete 1-2 tasks per week. This implies that tasks should normally be less than 10 hours,
depending on the task hours available.
SE-280Dr. Mark L. Hornick
Process Dashboard supports task and schedule planning for individual engineers and teams
SE-280Dr. Mark L. Hornick
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Process Dashboard can generate earned value charts and forecasts.
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Experience with TSP teams indicates that engineers love to earn value!
Earned value can help motivate team members to:
Finish a "close to completion" task.
Push through a less desirable task.
Avoid distractions (tasks not in the plan).
What is the appropriate time scale for project schedule planning?
When the environment and requirements change very slowly, it may be practical to plan for years at a time. (Not very common any more.)
What is the appropriate time scale for project schedule planning?
When the environment and requirements change very slowly, it may be practical to plan for years at a time. (Not very common any more.)
Due to “learning”, it is difficult to make detailed plans for more than 10-13 weeks at a time.(High-level, less detailed project plans may still have a place for 12- to 24-month or even longer timeframes.)
What is the appropriate time scale for project schedule planning?
When the environment and requirements change very slowly, it may be practical to plan for years at a time. (Not very common any more.)
Due to “learning”, it is difficult to make detailed plans for more than 10-13 weeks at a time.(High-level, less detailed project plans may still have a place for 12- to 24-month or even longer timeframes.)
All planning takes some time, so very short (< 4 weeks) intervals may result in excessive planning overhead. (Planning for subsequent cycles can often be done in less time than the initial cycle/project planning.)