Chapter 9
Development
Managing a set of items
 Client expectations
 Whatever documented need to be met
 If not clear, document
 Team
 Scope
 Score creep
 Feature creep
 Constraints
 The triple constraints
 Project requirements, resources (people time, cost, etc), and
scope
 Obstacles and risks
 Changes
Status Report
Do Regularly
Collect from bottom (team members)
Send up
To the stakeholders
They do not need to know everything
Need to be verified (sometimes)
Tracking cost
 Budgeted cost of work scheduled (BCWS)
 Scheduled tasks
 Budgeted cost of work performed (BCWP)
 Completed tasks
 Actual cost of work performed (ACWP)
 Cost of all completed tasks
 Schedule variance (SV) = BCWP-BCWS
 Negative indicates you are behind schedule
 Schedule Perform Index SPI = BCWP/BCWS
 < 1 indicates you are behind schedule
 Cost variance CV = BCWP – ACWP
 Negative indicates you are over budget
 Cost performance Index CPI = BCWP/BCWS
 < 1 indicates you are over budget
 My project has a SPI of 1.21 and CPI of 1.11 – good or bad?
 My project has a SPI of 0.9 and CPI of 0.85 – good or bad?
 My project has a SPI of 1.21 and CPI of 0.91 – good or bad?
Bring your project back on track
Crashing
Shorted the project by adding more resources
Overtime
Fast track
Exploring concurrency
Phased implementation
Budget
 Stay within budget
Have enough $ to start with
Have a process to control $
 Where to cut/reduce budget
Cut people
Improve process
Remove dependencies ASAP
Reduce non labor cost
Use contingency budget
Escalating and do less
Not good for budget activities
IT costs
Requirement changes
Org changes
Un-realistic budget