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Collecting Project Information. How Should We Collect Information ? Formally (on a regular basis): what we have planned to collect what we have set up and prepared ourselves to collect Informally (not regular but often): “walking the hall” and “by the water cooler”

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collecting project information
Collecting Project Information
  • How Should We Collect Information ?
    • Formally (on a regular basis):
      • what we have planned to collect
      • what we have set up and prepared ourselves to collect
    • Informally (not regular but often):
      • “walking the hall” and “by the water cooler”
      • inviting team members for informal “chat”
      • visit people’s “offices”

- We really need both!

- Informal --- is changing with internet, physically distributed resources,

and social networking software

formal data gathering monitoring
Formal Data Gathering & Monitoring
  • Should be performed on a regular basis:
    • weekly
    • semi-monthly
    • monthly
    • etc.
  • How oftendepends on
    • the size and length of the project
    • the specific activity
  • What form depends on earlier plan and preparation:
    • Standard Format
    • Numerical/logical/etc.
what do we collect remember the goals
What Do We Collect?Remember the Goals ?
  • We collect data and monitor “actual” against “plannedgoals”
    • Product attribute goals:
      • quality
      • completeness of function
      • reliability
      • etc.
    • Project and People attribute goals:
      • productivity
      • schedule
      • morale
      • etc.

See Chapter 8 on

Measurements and

Goals

Most popular one

monitored information
Monitored Information
  • Project “Status” is really saying:
    • Where we stand today “relative” to the target
    • Show “actual” vs “planned” by areas of interest (“goals”)

If you changed the “planned”, show the trace of changes

-include the date of change

- “approved-by-whom” information

- ***additional info such as “impact” of change ***

several types of data collection
Several Types of Data Collection
  • Activity Based:
    • collecting information on one or more attributes related to a set of activities
      • completion date
      • time expended
      • effort or other resources expended
    • the activities are most likely those within a process or a method
  • Attribute Based:
    • collecting information on one or more sub-attributes related to a specific project attribute of interest: the specific attribute may be an entity
      • the specific attribute is often schedule, function, etc.

In reality ---- mostly a mix of both

activity based example
Activity Based Example

Date : _8/20/2002_

Planned Completion

Actual Completion

Milestone Activities

Delta

Req. Solicitation

07/10/2002

07/15/2002

+ 5 days

Req. Analysis

07/25/2002

07/25/2002

0 days

Req. Documentation

08/15/2002

08/17/2002

+2 days

Req. Verification

08/25/2002

Req. Approval

07/10/2002

This requirements activities based data allows us to gauge the schedule attribute

of that set of activities.

Note that this does not talk to resources, productivity, efficiency , etc. (only schedule)

attribute based example
Attribute Based Example

Date : 8/20/2002

Functionality

Attribute

Planned # of Features

Completed # of Features

Delta

Function 1

13 (7/15)

13 (7/15)

0

Function 2

25 (8/15)

22 (8/20)

-3

Function 3

9 (8/15)

8 (8/20)

-1

May never

be completed

?

Function 4

7 (8/15)

7 (8/12)

0

Function 5

11 (8/25)

9 (8/20)

-2

Note that this is collecting data on product functional completeness attribute.

It is collecting data on the product “functionality” attribute and the “# of features completed” attribute on the specific date (mm, dd)for each function.

a more complex example of activities and a quality attribute based on severity 1 problems
A More Complex Exampleof Activitiesand a “quality”Attribute based on Severity 1 problems

Date : _8/20/2002_

F1

F2

F3

. . . .

Activities

Delta

Should be

alarmed if

these were

from F1 or

F2. Why?

Req. Review

(6,6)

(7,7)

(4,3)

1

Design Review

(5,5)

(6,6)

(5,2)

3

Functional Test

0

(3,3)

(3,3)

Component Test

1

(3,2)

(2,2)

System Test

(4,3)

(3,2)

2

Note that this is collecting data on product quality attribute : Severity 1 problems

(found , resolved)by each defect detection and removal activities. Delta is the

number of severity 1 problem still remain unresolved. F’s are functional area(s)

*** Note - - this is NOT a planned vs actualcomparison chart !! --- ? ***

a more financially oriented monitoring in k
A More Financially Oriented Monitoring(in $k)

Date: 8/20/2003

Functional

Area

release 1

expense

release 2

expense

Accumulative

Rev. $

Plan

Act.

Plan

Act.

. . . .

Plan

Act.

Plan

Act

Function X

4.0

3.5

5.0

5.0

9

8.5

54

1.2

Function Y

2.0

2.5

4.0

5.2

6

7.7

60

0

Function Z

16

16.2

89

2.3

7.0

6.2

9.0

10.0

.

.

.

Expenses(people, tools, travel, education, general) by functional areas

.vs.

Revenue

Need to

spread

out by

Release ?

formal status meetings
Formal Status Meetings
  • Should be planned with and “agenda”
    • run this efficiently because for everyone else this is NOT their “main” responsibility
    • The meeting should not last more than 2-3 hours
      • consider the expense side of the meetings & meeting prep
        • (e.g.) 3hrs/40hrs per week = 7.5 % in meeting per week
  • Do not reschedule or postpone meeting too many times
    • it will lose its legitimacy and relevancy
  • * Do not jump too deeply into “surprise” items
    • schedule a separate meeting involving only the relevant people
  • Do not turn meeting into “rubber” stamping
informal status gathering
Informal Status Gathering
  • Informal Data Gathering is based on
    • goodwill
    • trust
    • “listening” well and patiently
  • If Physically Co-located
    • proactively “walk the halls” often
    • invite people into your “open” office
    • stop in people’s office and “chat”; do not stay too aloof
  • If Remote Location
    • make some “physical- contacts” visits
    • utilize phone, e-mail, video-conferencing “regularly”
    • Need to Develop even more “TRUST” when remote

Trust