THE COMPONENTS OFPROJECT PROGRESSCONTROL has one immediate objective: earlyProject progress controldetectioThe main components of project progress control are: Control of risk management activities Project schedule control Project resource control Project budget controln of irregular events.
CONTROL OF RISK MANAGEMENTACTIVITIESThis refers to the software development risk items identified in thepre-project stage, those listed in contract review and project plandocuments, together with other risk items identified throughout theproject’s progress . The software development team copes withsoftware risk items by applying systematic risk managementactivities. Control of the progress of risk management begins with thepreparation of periodic assessments about the state of software riskitems and the expected outcomes of the risk management activitiesperformed in their wake.
PROJECT SCHEDULE CONTROLThis deals with the project’s compliance with its approved andcontracted timetables. Follow-up is based mainly onmilestones, which are set to facilitate identification of delays incompletion of planned activities. Milestones set incontracts, especially dates for delivery of specified softwareproducts to the customer or completion of a developmentactivity, generally receive special emphasis.
PROJECT RESOURCE CONTROLThis focuses on professional human resources but it can deal withother assets as well. For real-time software systems andfirmware, software development and testing facilities resourcestypically demand the most exacting control. Here aswell, management’s control is based on periodic reports of resourceuse that compare actual to scheduled utilization because, it shouldbe stressed, the true extent of deviations in resource use can beassessed only from the viewpoint of the project’s progress
PROJECT BUDGET CONTROLThis is based on the comparison of actual with scheduledexpenditures. As in resource control, a more accurate picture ofbudget deviations requires that the associated delays in completionof activities be taken into consideration. The main budget itemsdemanding control are: Human resources Development and testing facilities Purchase of COTS software Purchase of hardware Payments to subcontractors.
PROGRESS CONTROL OF INTERNALPROJECTS AND EXTERNAL PARTICIPANTSProject progress control is initiated in order to provide managementwith a comprehensive view of all the software development activitiescarried out in an organization. Internal projects, such as thoseundertaken for other departments or projects dealing with softwarepackages for the general software market, exclude, by definition, theoption of external customers.
IMPLEMENTATION OF PROJECTPROGRESS CONTROL REGIMESProject progress control is usually based on procedures that determine:The allocation of responsibility for performance of the process control tasks thatare appropriate for the project’s characteristics, including size: The person or management unit responsible for executing progress control tasks The frequency of reporting required from each of the project’s units and administrative level The situations requiring project leaders to report immediately to management The situations requiring lower management to report immediately to upper management.Management audits of project progress, which deal mainly with:(1) How well progress reports are transmitted by project leaders and by lower- to upper-level managers, and(2) the specific management control activities to be initiated.
COMPUTERIZED TOOLS FOR PROJECTPROGRESS CONTROLComputerized tools for software project progress control are a clear necessity given the increasingsize and complexity of projects on one hand, and the benefits they bring with them on the otherExamples of services that computerized tools can provide are as follows.Control of risk management activities Lists of software risk items by category and their planned solution dates. Lists of exceptions of software risk items – overrun solution dates that can affect the project completion date.Project schedule control Classified lists of delayed activities. Classified lists of delays of critical activities – delays that can, if not corrected, affect the project’s completion date. Updated activity schedules generated according to progress reports and correction measures applied – for teams, development units, etc. Classified lists of delayed milestones. Updated milestone schedules generated according to progress reports andapplied correction measures – for teams, development units, etc.
COMPUTERIZED TOOLS FOR PROJECTPROGRESS CONTROL (CONT’D)Project resource control Project resources allocation plan – for activities and software modules, for teams, development units, designated time periods, etc. Project resources utilization – by period or accumulated – as specified above. Project resources utilization exceptions – by period or accumulated – as specified above. Updated resources allocation plans generated according to progress reports and correction measures applied.Project budget control Project budget plans – by activity and software module, for teams, development units, designated time periods, etc. Project budget utilization reports – by period or accumulated Project budget utilization deviations – by period or accumulated. Updated budget plans generated according to progress reports and correction measures applied.