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Personal Software Process SM

for Engineers: Part I

Using PSP Data

This material is approved for public release. Distribution is limited by the

Software Engineering Institute to attendees.

Sponsored by the U.S. Department of Defense

© 2006 by Carnegie Mellon University

October 2006 PSP I - Using PSP Data - 1

 Lecture Topics
Using personal data

Making task plans

Making schedules

Tracking project status

Earned value

Estimating job completion

Project reporting

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 2
 Using Data in Planning
When planning development work, we must
• make task plans
• make project schedules
• measure job status against the plan
• report job status to management

We must also manage the project

• manage to the schedule
• manage plan changes
• manage project risks
• manage product quality

This lecture covers the topics of planning and schedule

management.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 3
 Using Personal Data -1
Precise and detailed data can help you to manage your
personal and team work.

Managers and customers care about

• when you will finish the job
• what the work will cost
• the quality of the finished products

With PSP data, you will know where you stand and can
provide regular updates to your managers and customers.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 4
 Using Personal Data -2
When all team members use PSP data to plan, manage,
and track their personal work, the team can precisely
report job status.
• This will provide management with the information that
they need.
• It will also reassure the customers.

Most importantly, using data will

• convince management that you can manage your own
work
• allow management to continue supporting self-directed
teamwork

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 5
 Making Task Plans -1
For both individual and team plans, the first steps are to
• understand the job’s goals and objectives
• establish a strategy for doing the work
• define the processes to use

Then, you can

• estimate the size of the job
• define the tasks to be done
• estimate the effort for each task
• establish the task order
• produce the schedule

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 6
 Making Task Plans -2
With the PSP, you
• were given the goals, strategy, and process
• used the task order defined by the process
• used PSP data to estimate the work
• followed the process to do the job

On a team project, the team must

• agree on team goals
• establish a strategy for the work
• define the process to use
• make a team plan

These teambuilding steps will be described in week 2.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 7
 Making Task Plans -3
After the team has made the overall plan, the next step is
to break it into individual tasks.

These tasks are assigned to the various team members

to plan and to implement.

When you are assigned team tasks, you use the PSP to
• estimate and plan each task
• follow your personal process to do the work
• measure, track, and manage each step of the job

The PSP works for individuals, whether they work alone

or on team projects.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 8
 Scheduling
Once you have determined the task order and task time,
you can make the project schedule.

This involves both project and period planning.

The project plan consists of the tasks, task times, and

task order.

Period planning involves spreading the project tasks over

a calendar period.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 9
 The Importance of Period Plans
Developers focus on project plans, but live in a periodic world.
• Projects have committed dates.
• Businesses collect revenue, declare dividends, and pay
salaries.
• We all pay monthly bills and collect periodic paychecks.
• We also take time off for weekends and scheduled
vacations.

The relationship between project plans and period plans is the

source of most project problems.

That is why it is important to use sound methods when making

the project schedule.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 10
 Schedule Estimating
To make a schedule, you need three things.
• the estimated direct project hours for each task
• a calendar of available direct hours
• the order in which the tasks will be done

Then, you need to

• estimate the hours needed for each task
• spread these task hours over the calendar of available
hours

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 11
 Available Direct Hours
Staffing schedule
• New projects are not instantly staffed.
• You need a committed staffing plan.

Produce a calendar spread of available hours.

• At 52 weeks per year and 40 hours per week,
1 year = 2080 hours.
• With 3 weeks of vacation and 10 holidays,
1 year =1880 hours (90%).
• With 10% for meetings and 15% for mail and
interrupts, 1 year ≈ 1000 to 1400 hours (50 to 65%).
• Additional time is usually spent on project activities
that are not related to the direct tasks.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 12
 Task Order
The task order is driven by the development strategy.
• You need a conceptual approach.
• Each task needs completion criteria.
• You must consider task interdependencies.
• Also consider cost and cycle-time priorities.

Determine the planned task order.

• The initial task order provides a basis for planning.
• The task order will change with new knowledge.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 13
 Produce the Schedule
Estimate the hours that each task will take.
• What portion of total hours have such tasks taken
historically?
• Will anything unusual affect this project?
• To ensure that tasks are not omitted, consider the tasks for
the entire project.

Spread the task hours over the calendar.

• Identify key project checkpoints.
• Use a standard format.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 14
 The Task Planning Template
The PSP task planning template is shown in table 7.2
(page 118).

To fill out this template

• list the tasks in expected completion order
• enter the estimated hours for each task
• add the hours in the cumulative hours column

At this point, start to prepare the schedule planning

template.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 15
 Schedule Planning Template
The PSP schedule template is shown in table 7.1 (page 116).

To start filling out this template

• list the calendar dates in the left-hand column
• use days or weeks, depending on project scale
- for days, list every date
- for weeks, use a standard day (for example, Monday)
• list the planned direct project hours available each week
• add the hours in the cumulative hours column

Complete the task and schedule templates concurrently.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 16
 Completing the Plan
For each task
• look on the task template for the cumulative hours
needed to complete that task
• on the schedule template, find the week during which
those hours are first exceeded
• on the task template, enter that week’s date in the Date
column for that task

You now have the task schedule.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 17
 Schedule Planning Example -1
On the task planning template, enter the estimated hours per task.

Task Hours Cum. Hours

A 2 2
B 5 7
C 4 11
D 7 18
E 3 21
F 5 26
G 6 32
H 3 35
I 2 37

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 18
 Schedule Planning Example -2
On the schedule planning template, enter the direct hours
available per day or week.
Day Hours Cum. Hours
1 3 3
2 5 8
3 5 13
4 5 18
5 4 22
6 6 28
7 5 33
8 5 38

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 19
 Schedule Planning Example -3
On the task schedule, enter the day (or week) during which the
cumulative hours for each task is reached.

Task Hours Cum. Hours Day

A 2 2 1
B 5 7 2
C 4 11 3
D 7 18 4
E 3 21 5
F 5 26 6
G 6 32 7
H 3 35 8
I 2 37 8

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 20
 Project Tracking -1
Project tracking would be simple if
• we always completed tasks in the planned order
• no tasks were added or deleted

This never happens.

• Requirements always change.
• Tasks get cancelled or deferred.
• Some tasks are dropped and others are added.
• Estimating errors are common.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 21
 Project Tracking -2
To track project status in a dynamic environment, you
need a way to assign a value that measures the
contribution of each task towards the whole project.

Then you can

• add up the value of the completed tasks
• compare this value to the value of the total job
• calculate the percentage of job completion

The PSP does this with a method called earned value

(EV).

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 22
 Earned Value
Earned value (EV)
• establishes a value for each task
• permits progress tracking against the plan
• facilitates tracking, even with changes to the plan

Earned value principles

• Earned value provides a common value for each task.
• This value is the percentage of the total project hours
that this task is planned to take.
• The planned value is credited, no matter how long it
actually took to do the task.
• No value is given for partially-completed tasks.
• Major plan changes require new plans.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 23
 Establish the Planned Value
On the task template
• add the number of project hours
• calculate the percentage of the total hours for each task
• enter this percentage as the planned value (PV) for that
task
• calculate the cumulative PV for each task

On the schedule template, enter the cumulative planned

value for the tasks to be completed each day or week.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 24
 Earned Value Example -1
Produce the PV, or the planned percentage of the total job that
each task represents.

Task Hours Cum. Hrs. Day PV Cum. PV

A 2 2 1 5.4 5.4
B 5 7 2 13.5 18.9
C 4 11 3 10.8 29.7
D 7 18 4 18.9 48.6
E 3 21 5 8.1 56.7
F 5 26 6 13.5 70.2
G 6 32 7 16.3 86.5
H 3 35 8 8.1 94.6
I 2 37 8 5.4 100.0

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 25
 Earned Value Example -2
Enter the cumulative planned value for each day (or week).

Day Hours Cum. Hours Cum. PV

1 3 3 5.4
2 5 8 18.9
3 5 13 29.7
4 5 18 48.6
5 4 22 56.7
6 6 28 70.2
7 5 33 86.5
8 5 38 100.0

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 26
 Tracking the Plan
As each task is completed, it earns the planned value.
• Enter the earned value (EV) for that task.
• Enter the date on which the task was completed.
• Add the EV-to-date in the “Cumulative EV” column.

In the schedule template, enter the cumulative EV for

each day or week as it is completed.

Track earned value versus planned value by day or week.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 27
 Tracking the Plan Example -1
During the project, enter on the task planning template the day
each task is completed.
Cum.
Task Hours Day PV Cum. PV Done
Hrs.
A 2 2 1 5.4 5.4 1
B 5 7 2 13.5 18.9 2
C 4 11 3 10.8 29.7 4
D 7 18 4 18.9 48.6 5
E 3 21 5 8.1 56.7
F 5 26 6 13.5 70.2
G 6 32 7 16.3 86.5
H 3 35 8 8.1 94.6
I 2 37 8 5.4 100.0
© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 28
 Tracking the Plan Example -2
On the schedule template, enter the earned value (EV) for each
day.

Day Hours Cum. Hours Cum. PV EV

1 3 3 5.4 5.4
2 5 8 18.9 18.9
3 5 13 29.7 18.9
4 5 18 48.6 29.7
5 4 22 56.7 48.6
6 6 28 70.2
7 5 33 86.5
8 5 38 100.0

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 29
 Estimating Job Completion
Assume that the project will continue to earn EV at the
same rate as in the past.

Extrapolate the time to project completion by extending

the EV line until it reaches 100%.

This is the likely project completion date, unless

• the rate of progress changes
• work for the remaining tasks deviates from the original
plan

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 30
 Estimating Completion Example -1
What is the actual EV per day?
Cum.
Day Hours Cum. PV EV Proj. EV
Hours
1 3 3 5.4 5.4 5.4
2 5 8 18.9 18.9 18.9
3 5 13 29.7 18.9 18.9
4 5 18 48.6 29.7 29.7
5 4 22 56.7 48.6 48.6
6 6 28 70.2
7 5 33 86.5
8 5 38 100.0
9
10
11
12
When should you expect to finish?
© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 31
 Estimating Completion Example -2
Using the actual EV earned per day (9.72), enter the projected
EV by day to project completion.
Cum.
Day Hours Cum. PV EV Proj. EV
Hours
1 3 3 5.4 5.4 5.4
2 5 8 18.9 18.9 18.9
3 5 13 29.7 18.9 18.9
4 5 18 48.6 29.7 29.7
5 4 22 56.7 48.6 48.6
6 6 28 70.2 58.3
7 5 33 86.5 68.0
8 5 38 100.0 77.8
9 87.5
10 97.2
11 100.0
© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 32
 Plan Changes -1
To track job progress, you must follow the plan.

Since plans always change, you must regularly update the

plan so that it represents what you currently plan to do.

Of course, you must always keep copies of the original

plans.

Unless the plan differs significantly from the way that you
now plan to work, merely add any new tasks and delete the
cancelled ones.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 33
 Plan Changes -2
Adding tasks reduces the earned value of all of the planned
and completed work.

Similarly, deleting tasks increases the earned values of the

planned and completed tasks remaining in the plan.

Most TSP support tools will make these EV and PV

adjustments for you.

For major plan changes, you must make a new plan.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 34
 Project Reporting
When all team members consistently record their data,
TSP teams will know precisely where they stand.

They can track, manage, and report on their work.

The following charts show how you can use these data to
run a project.

You can use these exact same methods to manage your

personal work.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 35
 Example TSP Weekly Data -1
Week 7 Plan/
Weekly Data Plan Actual Actual
Schedule hours for this week 121.0 126.7 0.95
Schedule hours this cycle to date 467.0 493.4 0.95
Earned value for this week 7.6 6.4 1.19
Earned value this cycle to date 28.2 22.3 1.26
To-date hours for tasks completed 354.3 458.0 0.77
To-date average hours per week

When all team members consistently record their data, TSP

teams can precisely track and manage their work.
• They know the planned and actual data for each week
and for the project to date.
• They can precisely measure job status and estimate how
long it will take to finish the work.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 36
 Question 1
Week 7 Plan/
Weekly Data Plan Actual Actual
Schedule hours for this week 121.0 126.7 0.95
Schedule hours this cycle to date 467.0 493.4 0.95
Earned value for this week 7.6 6.4 1.19
Earned value this cycle to date 28.2 22.3 1.26
To-date hours for tasks completed 354.3 458.0 0.77
To-date average hours per week

Is this team ahead of or behind schedule, and by how much?

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 37
 Answer to Question 1
Week 7 Plan/
Weekly Data Plan Actual Actual
Schedule hours for this week 121.0 126.7 0.95
Schedule hours this cycle to date 467.0 493.4 0.95
Earned value for this week 7.6 6.4 1.19
Earned value this cycle to date 28.2 22.3 1.26
To-date hours for tasks completed 354.3 458.0 0.77
To-date average hours per week

Is this team ahead of or behind schedule, and by how much?

The team has earned only 22.3 EV against a plan of 28.2 EV, so
they are 26.5% behind.

At the current rate, it will take 1.85 weeks to reach the planned
28.2 EV, so they are 1.85 weeks behind schedule.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 38
 Question 2
Week 7 Plan/
Weekly Data Plan Actual Actual
Schedule hours for this week 121.0 126.7 0.95
Schedule hours this cycle to date 467.0 493.4 0.95
Earned value for this week 7.6 6.4 1.19
Earned value this cycle to date 28.2 22.3 1.26
To-date hours for tasks completed 354.3 458.0 0.77
To-date average hours per week

Why is the team behind schedule?

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 39
 Answer to Question 2
Week 7 Plan/
Weekly Data Plan Actual Actual
Schedule hours for this week 121.0 126.7 0.95
Schedule hours this cycle to date 467.0 493.4 0.95
Earned value for this week 7.6 6.4 1.19
Earned value this cycle to date 28.2 22.3 1.26
To-date hours for tasks completed 354.3 458.0 0.77
To-date average hours per week

Why is the team behind schedule?

Although the team is working more than its planned weekly

hours, the work is taking 23% longer than planned.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 40
 Question 3
Week 7 Plan/
Weekly Data Plan Actual Actual
Schedule hours for this week 121.0 126.7 0.95
Schedule hours this cycle to date 467.0 493.4 0.95
Earned value for this week 7.6 6.4 1.19
Earned value this cycle to date 28.2 22.3 1.26
To-date hours for tasks completed 354.3 458.0 0.77
To-date average hours per week

At this rate, can the team members finish on the original

plan of 25 weeks? If not, how late will they be?

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 41
 Answer to Question 3
Week 7 Plan/
Weekly Data Plan Actual Actual
Schedule hours for this week 121.0 126.7 0.95
Schedule hours this cycle to date 467.0 493.4 0.95
Earned value for this week 7.6 6.4 1.19
Earned value this cycle to date 28.2 22.3 1.26
To-date hours for tasks completed 354.3 458.0 0.77
To-date average hours per week

At this rate, can the team members finish on the original plan of
25 weeks? If not, how late will they be?

The team has earned EV at 22.3/7 = 3.186 EV/week.

At this rate, it will take (100-22.3)/3.186 = 24.2 more weeks to

finish. This is 6.2 weeks behind the 25-week plan.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 42
 Question 4
Week 7 Plan/
Weekly Data Plan Actual Actual
Schedule hours for this week 121.0 126.7 0.95
Schedule hours this cycle to date 467.0 493.4 0.95
Earned value for this week 7.6 6.4 1.19
Earned value this cycle to date 28.2 22.3 1.26
To-date hours for tasks completed 354.3 458.0 0.77
To-date average hours per week

Can this five-person team meet the original schedule? If

not, what help would they need from management to do so?

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 43
 Answer to Question 4
Week 7 Plan/
Weekly Data Plan Actual Actual
Schedule hours for this week 121.0 126.7 0.95
Schedule hours this cycle to date 467.0 493.4 0.95
Earned value for this week 7.6 6.4 1.19
Earned value this cycle to date 28.2 22.3 1.26
To-date hours for tasks completed 354.3 458.0 0.77
To-date average hours per week

Can this five-person team meet the original schedule? If not, what
help would they need from management to do so?

To meet the schedule, they need to do 77.7 EV of work in 17

weeks, or 4.57 EV a week.

To increase their average EV rate of 3.186 EV a week by 35%,

they must work 35% more hours, or add a team member.
© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 44
 Example Conclusions
This team did increase their task hours somewhat and they
also spent less time than planned in test.

They also reprioritized the work and slightly reduced the

total workload.

They actually finished on the exact day originally planned.

With the PSP, you will precisely know job status and will
have the data to manage your own work.

With this knowledge, you will usually meet your

commitments.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 45
 Messages to Remember
With the PSP, you can accurately plan and track your
own work.

With earned value, you can precisely judge job status and
estimate the likely project completion date.

This information will permit you to make accurate and

timely management reports.

When your reports indicate potential problems, you

should report recommended remedial actions.

On a self-directed team, you must tell management what

you are doing to solve your own problems.

© 2006 by Carnegie Mellon University October 2006 PSP I - Using PSP Data - 46