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Project Progress Control

(1) Explain the components of managements control of project progress. There are four main components of project progress control. Management is expected to intervene and contribute to arriving at solutions in extreme cases. a. Control of risk management activities refers to actions taken with respect to software risk items identified in the contract review and project plan documents as well as to risk items identified later, during the projects progress. In practice, the software development team attempts to reduce risk by applying systematic risk management activities. Management controls these efforts through review of periodic reports and evaluation of progress information. This component of progress control directly contributes to achievement of the projects functional and technical objectives. b. Project schedule control deals with compliance with the projects approved and contractual timetables. Follow-up is based on milestones in addition to periodic reports, which together enable identification of delays in completion of planned activities. Special emphasis is given to customer-demanded milestones, as noted in the contract. Management tends to focus control on those critical delays that threaten to substantially interfere with project completion dates. c. Project resource control focuses on professional human resources; it also deals with software development and testing facilities, typically required by real-time software systems and firmware. Management exercises control on the basis of periodic reports of resources used, which should be viewed in terms of actual project progress d. Project budget control is based on comparison of actual with scheduled costs. The main budget items to be controlled are: i. Human resources ii. Development and testing facilities iii. Purchase of COTS software iv. Purchase of hardware v. Payments to subcontractors (2) Explain the implementation issues associated with project progress control. The implementation of project progress control requires: a. The following to be defined for each project: i. Person or management unit responsible for progress control ii. Frequency of progress reports required from the various project manage-ment levels iii. Situations where project leaders are required to report immediately to management iv. Situations where lower-level management is required to report immediately to upper-level management.

b. Management audits of project progress which deal with how well reporting by project leaders and other managers, as well as management project control activities, are functioning.

Galin, Software Quality Assurance From Theory to Implementation

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