Plannaing And Management Of Project Report

Politecnico Di Milano

PLANNAING AND MANAGEMENT SOFTWARE PROJECT
2006-2007

Project Planning Report of Electronic Batch Recording (EBR) System
(ROCKWELL AUTOMATION)

Instructor: Prof: Fuggetta Alfonso

Submission Date: 9/7/2007

Submitted By

Mohammad Jannatul Ferdous (707241)
MS in Computer Engineering
ferdous_cs@yahoo.com

Planning and Management
Software Project
Table of Contents

1. Problem Description ............................................................................................ 4
2. Development Strategy .......................................................................................... 6
2.1 Spiral Model................................................................................................. 6
2.2 Extreme Programming ................................................................................. 7
3. Cost estimation and budgeting ............................................................................. 8
3.1 Function Point (FP) analysis ........................................................................ 8
4. Initial project planning ....................................................................................... 11
4.1 Resource available for the project.............................................................. 11
4.2 Allocation ................................................................................................... 11
4.3 The complete project statistics ................................................................... 11
5. Description of project monitoring and controlling............................................. 14
5.1 1st Internal Check: Week 6 ......................................................................... 14
5.1.1 Analysis........................................................................................... 15
5.1.2 Action .............................................................................................. 17
5.1.3 Re-planed ........................................................................................ 17
5.2 2nd Internal check: Week 8 ......................................................................... 18
5.2.1 Analysis.......................................................................................... 18
5.2.2 Action ............................................................................................. 20
5.2.3 Re-planed ....................................................................................... 20
5.3 3rd and final internal check: Week 10......................................................... 21
5.3.1 Analysis.......................................................................................... 22
5.3.2 Action ............................................................................................. 23
5.3.3 Re-planed ....................................................................................... 24
6. Final scenario ..................................................................................................... 25
7. Conclusion.......................................................................................................... 26
References .............................................................................................................. 27

Appendix A (Earned value of 5th June)
Appendix B (Earned value of 20th June)
Appendix C (Earned value of 5th July)
Appendix D (Resources uses chart)
Appendix E (Initial Project summery
Appendix F (Final Project summery)

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Electronic Batch Recording

Software Project

History

Version Number Modified Date Task
1.0.0.1 27-04-07 Proposal created
1.1.0.1 03-05-07 Implementation details added
1.2.0.1 10-06-07 Project report created with the previous doc
1.2.0.4 15-06-07 Integrate Development strategy
1.3.0.1 16-06-07 Cost and budgeting
1st Tracking, analysis, action, re-plan
1.4.0.1 16–06-07
2nd Tracking, analysis, action, re-plan
1.4.0.2 21-06-07
3rd & Final Tracking, analysis, action, re-plan
1.4.0.3 6- 07- 07
7- 07- 07 Conclusion & Final release
1.5.0.1

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Software Project

1. Problem Description
My project is proposed by Rockwell Automation Corporation. “An enhancement design of Rockwell
Automation's solution for the Life Sciences Industry regarding Manufacturing Execution
Systems (MES)” is the title of that project.

Background
My internship interested was to design and develop something which is related to web architecture,
service oriented architecture, Enterprise Resource Planning (ERP), ASP.Net platform. This project is
more or less related to SOA, ERP and also Web architecture. One of my tasks is to define an interface
protocol between WMS (Warehouse Management Solution) and external system (ERP) based on SOA
architecture.

Implementation details
Implementation of the project will be an extension of Warehouse Management Solution (WMS)
porting some functionality from stand-alone application architecture to a WEB application and
developing new features into the new architecture.

Warehouse Management Solution (WMS) – Desktop Application is a part of Manufacturing Execution
Solution (MES) of Rockwell Automation Solution [Figure 1]. . Electronic Batch Processing (EBR) –
web application is another part of MES. EBR is now running under Apache web server and developed
by Python and Spyce language. There are some functionalities in WMS are allocation storage area,
relocation, transportation, data movement, check stock etc.

My preliminary work is to export these functionalities into web application so that user can operate
from the outside local network. Then my intention is to design and develop some easy way with
graphical representation to configuration / navigate the high-rack warehouse plant and to integrate it
with EBR web application as a new module. The last activity is to define a protocol for the external
system based on SOA architecture. The requirement is not fixed yet for this protocol.

The following activities will be implemented:
- Make available warehouse transportation functions into a WEB application;
- Define an easy-configurable method for a visual definition and representation of a high-rack
warehouse plant;
- Allow navigation trough warehouse starting from an high-level point of view (the plant) through
the intermediate levels (storage areas and location) till the low level details (cells content);
- Allow the movements management (relocations, transportations) using the new visual application;
- Define an interface protocol between WMS and external system (ERP) based on SOA architecture

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Software Project

Figure 1 Rockwell Automation Solution

Technology & tools:
Web Server: Apache
Programming Language: Python, Spyce, JavaScript
Database: Oracle 10i
Designing Tool: Microsoft Visio 2003
Development Environment: Wing IDE 1.2.3
Architecture: SOA, Object Oriented Architecture

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Software Project

2. Development Strategy
I have been decided to use Spiral model as development lifecycle of my project because of iterative
way and extreme programming as development methodology due to pair programming. Here are the
following details:

2.1 Spiral Model: The main idea of this model is to organize phases in an iterative way using a cycle.
My project has three iterative phases for the deliverable product. Those are:

Iterative 1: Develop transportation module into EBR
Iterative 2: Develop visual interface of warehouse plant
Iterative 3: Develop interface protocol between WMS and ERP

If Iterative 1 is successfully implemented and tested then the Iterative 2 will be go on and Iterative 2
will be develop depending on iterative 2. That’s why this model is perfect for my project for
constructing development cycle. Each of the Iterative phases will have sub- Iterative for the prototype
version of each.

Figure 2: Spiral Model

At first, the goal of my project is to implement Iterative 1 prototype and testing my QA team. After that
it will send to the customer end for verification requirement and end-user testing. We will go for final
product for according to the customer suggestions in an iterative way. Then we will go for Iterative 2
prototype after completing the Iterative 1 finished product and go on.

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Software Project
2.2 Extreme Programming: XP Programming methodology has been adopted as an agile
programming practice. I have been decided to take this methodology for the advantages of pair
programming. The core of XP is pair programming. Meaning, two programmers work together and
share a computer. This is like two brains working on one computer. This always poses questions on
productivity compared to two programmers working independently on separate computer.
Programming always involves writing code, checking for quality, code refactoring and meeting
standards. Since the development language (Spyce and Python) is new for the developer, it is most
necessary to use it for avoiding complexity of task.

XP enables all of the above to be executed in a much efficient way in a shorter time compared to the
traditional methodology. The team size also attributes to the success of XP methodology. Team size of
4 to 12 has reported greater success compared to larger teams. Since our team size is 4, so there is no
barrier to use this methodology. In summary, when the requirements are dynamic and there is an
increased risk of meeting deadlines, XP practice proves to be the methodology to adopt. Also, XP does
not mandate a Strict Process to follow. It creates a very flexible, and fun to work environment, which
results in increased productivity and quality output.

Figure 3: Extreme Programming

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Software Project

3. Cost estimation and budgeting
3.1 Function Point (FP) analysis: I will develop the transportation module in to EBR web
application in the 1st iteration. So there will be 12 web pages in the 1st iteration and 3& 5 web pages in
the 2nd & 3rd iteration.

Directions

Assume that our team has four members. And one person is available twenty hours each week for 16
weeks. And other three are available for 8 hours per week for 16 weeks.

I will use the information provided below to develop an estimate of:

The number or function points associated with our project;
The number of SLOC associated with our project;
The number of hours required for our project, effort;

The Five Components of Function Points are

Data Functions

Internal Logical Files (ILF)
External Interface Files (EIF)

Transactional Functions

External Inputs (EI)
External Outputs (EO)
External Inquiries

Data

The following date will be consider to calculating function point

Iterative 1: 12 web pages

Total people: 3 people, 6 hours/week + 1 people, 20 hours/week

In each of these iterative projects, a consistent set of counting rules was used for estimating function
points. All function point estimates area developed assuming the “simple” level of complexity. The
factor used to convert to adjusted function points has been calibrated from prior projects: 0.75.

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Software Project
Each new Web page includes 1 Spyce file, 2 image and 3 external links. Each HTML file is counted as
1 internal logic file (Python script). Each image is counted as 1 internal logic file. Each Web page is
counted as 1 external output. Each external link is counted as 1 external inquiry.

Assume the project teams will develop a factor of 10 SLOC per adjusted function point. They have
also calibrated a parametric equation for estimation the effort required. This equation is: E = EAF *
A(KSLOC)1.0

E = effort in labor hours

EAF = nominal value (1.0)

A: a constant developed from project data

KSLOC: source lines of code, in thousands

Calculations

Iterative 1 + Iterative 2 + Iterative 3

3 heads * 5 hours/week * 16 weeks + 1 heads * 20 hours/week * 16 weeks = 240 +320 = 560 head-
hours available

Adjusted Function Point (AFP) calculation
SPYCE * ILF 1 * 7 = 7
Image * ILF 2 * 7 = 14
Py Script * EO 1 * 4 = 4
Link * EI 3 * 3 = 9
Unadjusted Function Points (UAF) = 34

AFP / page = UAF * conversion factor
= 34 * 0 .75
= 25 .5

AFP(Iteration 1) = AFP/page * pages = 25.5 AFP/ page * 12 pages = 306 AFP
AFP(Iteration 2) = AFP/page * pages = 25.5 AFP/ page * 3 pages = 76.5 AFP
AFP(Iteration 3) = AFP/page * pages = 25.5 AFP/ page * 5 pages = 127.5 AFP
____________________________________________________________________________
Total = 509 AFP

SLOC calculation:

SLOC = SLOC/AFP * AFP = 10SLOC/AFP * 509AFP = 5090 SLOC
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Software Project
Effort calculation:

E = A (KSLOC)1.0(EAF)

E = A (KSLOC)1.0(1.0)

E = 3 heads * 5 hours/week * 16 weeks + 1 heads * 20 hours/week * 16 weeks = 240 +320 = 560
head-hours

KSLOC = 20 (12 + 3 + 5) pages * 25.5 AFP/page * 10 SLOC/ AFP = 5100 SLOC = 5.1 KSLOC

560 head-hours = A * 5.1

A = 109.8

Our project:

KSLOC = 5090 SLOC/1000 = 5.09 KSLOC

E = 109.8 * 5.09 = 558.88 head-hours

Time comparison:

Time available – time required = 560 hours – 558.88 hours = 1.12 head-hours reserve

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Software Project

4. Initial project planning
EBR project has been started from 24th April 2007 and will be end on 26th September 2007 according
to baseline planning. Here is the all information in the following:

4.1 Resource available for the project:
Total 4 resources over the entire project.
1 resources are dedicated full time

Figure 4: Total resources of ERB

4.2 Allocation:

Elapsed Time: 67.75 Working days (5 Months)
Total Effort: 477 working units hours
Allocate Estimate:

Figure 5: Estimated hour of the task of project

4.3 The complete project statistics:

Figure 6: Project Statistics of initial plan screen shot
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Software Project

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Software Project

Figure 7: Screen shot of initial project planning Gantt chart (22nd Apr to 7th Jul’07)

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Software Project

5. Description of project monitoring and controlling
5.1 1st Internal check: Week 6
I have started my internal check from the 6th week of start date of my project. Because of the regular
schedule of my internship has been started from 28th of May’07. The following figure is showing the
difference before and after monitoring on 5th June.

Figure 8: Project plan status according to base plan

The blue mark block is showing the actual duration with the start and end date. So, it is easily define
the difference with the baseline plan.

Figure 9: Project Plan status after monitoring on 5th June

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Software Project
5.1.1 Analysis

Date: June 05, 2007

Earn Value Management: it depends on three key data points.

Planed Value (PV) = Budgeted Cost of Work Scheduled (BCWS) = 846.00

Earned Value (EV) = Budgeted Cost of Work Performed (BCWP) = 738.00

Actual Cost (AC) = Actual Cost of Work Performed (ACWP) = 1224.00

Budget at Completion (BAC) = Total PV = 5922.00

Time Performance Analysis:

Schedule variance:
SV = EV – PV = 738 – 846 = -108

Comparison to the schedule:
SV%= SV/PV = -108/846 = -12.8%

So, Project has a delay of 12.8% compared to previous forecasts

Schedule Performance Index:
SPI = EV/ PV = 738/846 = 0.872

So, Project is now 87.2% Efficiency

Time Estimate at Completion:
EACt = (BAC/SPI)/(BAC/m) = (5922/0.872)/( 5922/5) = 5.73

So, if the project continues at these rates, I will need 0.73 more months to complete it.

Cost Performance Analysis:

Cost Variance:
CV = EV – AC = 738 – 1224 = -486
CV% = -486/738 = -65.86%

Project costs are 65.86 more than the value that I have created

Cost Performance Index:
CPI = EV/ AC = 738/1224 = 0.60

Project efficiency is 60%, it means that for every dollar spent only 0.60 $ create value

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Software Project

To-Complete Performance Index:
TCPI = (BAC-EV)/(BAC-AC) = (5922 - 738)/( 5922 - 1224) = 1.10

To reach project objectives, the efficiency that must be achieved is 1.10

Performance Analysis and Forecast:

Project Tracking_5th_June.mpp

$2,500.00
Total ACWP
Total BCWP
Total BCWS
$2,000.00

$1,500.00
Cost

$1,000.00

$500.00

$0.00
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Figure 10: Performance Analysis and Forecast on 5th June

Comments: At the end of analysis, I understood that we could not meet the base line plan because of
the complexity of system mainly and also for unknown technology specially Spyce. The existing
system is using own framework without using latest Development Environment (IDE). If we see the
following Tracking Gantt, the problem has been occurred from task number 13 (Study Existing MES
4.1). Since I did not understand about the complexity of the system before, I did a wrong plan for the
task form number 13. So I have taken the necessary action for that. Please check the action part.

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Software Project
Tracking Gantt:

Figure 11: Tracking Gantt with base line on 5th June

5.1.2 Action

I have just assigned new resources for the pending task to complete as soon as possible and also added
some overtime work for the full-timer developer in this project. The project cost increased for that but
reduced the delay of deadline.

5.1.3 Re-planed

Figure 12: Project Plan status after taking action on 5th June

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Software Project

5.2 2nd Internal check: Week 8
I have taken my 2nd internal check (after 2 weeks) on the 8th week of start date of my project. The
following figure is showing the status after monitoring on 20th June.

Figure 13: Project Plan status after monitoring on 20th June

5.2.1 Analysis

Date: June 20, 2007

Earn Value Management:

Planed Value (PV) = 1086.00 Earned Value (EV) = 1042.80 Actual Cost (AC) = 2101.33

Budget at Completion (BAC) = 5922.00


Schedule variance:
SV = EV – PV = 1042.8 – 1086.00 = -43.2

SV%= SV/PV = -43.2/1086 = -3.98%

Project has a delay of 3.98% compared to previous forecasts

SPI = EV/ PV = 1042/1086 = .9602

So, Project is in 96.02% Efficiency

EACt = (BAC/SPI)/(BAC/m) = (5922/0.96)/( 5922/5) = 5.21

So, if the project continues at these rates, I need 0.21 more months to complete it

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Software Project

Cost Variance:
CV = EV – AC = 1042.8 – 2101.33 = -1058.53
CV% = -1058.53/1042.8 = -102%

Project costs are 102% more than the value that I have created

CPI = EV/ AC = 1042.8/2101.33 = 0.5

Project efficiency is 50%, it means that for every euro spent only 0.50 $ create value

TCPI = (BAC-EV)/(BAC-AC) = (5922 - 1042.8)/( 5922 - 2101.33) = 1.28



Project Tracking_20th_June.mpp

$2,500.00
Total ACWP
Total BCWP
Total BCWS
$2,000.00

$1,500.00
Cost

$1,000.00

$500.00

$0.00
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Figure 14: Performance Analysis and Forecast on 20th June

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Software Project
Comments: At the end of 2nd analysis, I understood that we could not meet the updated plan again
because of the complexity of system mainly. Then I introduce some pair programming according to
XP methodology to solve more complex work of the system. So I have taken following the necessary
action for that.

5.2.2 Action

I have just assigned new resources for the new tasks to complete in next planned deadline and also
added some overtime work for the full-timer developer. The project cost again increased for that but I
did not get any way except that.

5.2.3 Re-planed

Figure 15: Project Plan status after taking action on 20th June

Figure 16: Tracking Gantt with base line on 20th June (after re-planed)

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Software Project
5.3 3rd and final internal check: Week 10
This check is final before submitting my report based on 5th July’07. The following figure is showing
the status after monitoring on 5th July’07.

Figure 17: Project Plan status after monitoring on 5th July

Figure 18: Tracking Gantt with base line on 5th July

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Software Project
5.3.1 Analysis

Date: July 05, 2007

Earn Value Management:

Planed Value (PV) = 2454.00 Earned Value (EV) = 1878.00 Actual Cost (AC) = 2994.13

Budget at Completion (BAC) = 5922.00


Schedule variance:
SV = EV – PV = 1878.00 – 2454.00 = -576

SV%= SV/PV = -43.2/1086 = -23.4%

Project has a delay of -23.4% compared to previous forecasts

SPI = EV/ PV = 1878.00 / 2454.00 = 0.7652

So, Project is in 76.52% Efficiency

EACt = (BAC/SPI)/(BAC/m) = (5922/.7652)/( 5922/5) = 6.53

So, if the project continues at these rates, I need 1.5 more months to complete it


Cost Variance:
CV = EV – AC = 1878.00 – 2994.13 = -1116.13
CV% = -1116.13/1878 = -59.4%

Project costs are 59.4% more than the value that I have created

CPI = EV/ AC = 1878/2994.13 = 0.62

Project efficiency is 62%, it means that for every euro spent only 0.62 $ create value

TCPI = (BAC-EV)/(BAC-AC) = (5922 - 1878)/( 5922 - 2994.13) = 1.38


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Software Project

Project Tracking_5th_July

$3,500.00

Total ACWP
Total BCWP
$3,000.00
Total BCWS

$2,500.00

$2,000.00
Cost

$1,500.00

$1,000.00

$500.00

$0.00
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Figure 19: Performance Analysis and Forecast on 5th July

Comments: At the end of 3rd analysis, I understood that we will not be able to meet the base line plan
(by only introducing some pair programming and assigning over allocation) because of delay of task
completion. We are already too much late from the initial milestone. So I have taken following the
necessary action for future. Figure 20 is showing how much far from baseline to actual milestone

5.3.2 Action

Since the deadline is the major factor for this project, I have just started some parallel task with the on
going task which is not depended with the others and also added some overtime work for the full-timer
and part-time developers. As a result, the project cost again increased for that but I am not getting any
other way to solve that.

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Software Project
5.3.3 Re-planed

Figure 21: Project Plan status after taking action on 5th July

Tracking Gantt (Re-plan):

Figure 22: Tracking Gantt with base line on 5th July after re-planned

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6. Final scenario

Figure 23: Project Statistics of final plan till 5th July

Project Tracking_5th_July_Action

$1,200.00
Total Actual Cost
Total Baseline1 Cost
$1,000.00

$800.00
Cost

$600.00

$400.00

$200.00

$0.00
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Figure 24: Baseline and actual cost analysis graph till 5th July

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7. Conclusion
Finally, now I am still working on July 7, 2007 till writing this report. This is my first time planning
and monitoring for any project. There was lots of wrong assumption for the estimation of task. That
why, developers are over allocated again and again. So, if I can able to meet the deadline increasing
effort (actual cost) that will be great achievement for this planning. Hope so we will do it in time at last.

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Software Project

References

[1] PressMan, Roser S. Software Engineering

[2] http://www.cefriel.it/en/index.html

[3] http://www.qpmg.com/fp-intro.htm

[4]
http://www.nps.navy.mil/wings/DevelopmentTeam1/Exercises_Examples_Folder/function_point_calcu
lation_examp.htm

27

Earned Value as of Tue 6/05/07
EBR Project Plan
Mohammad Jannatul Ferdous

ID Task Name BCWS BCWP ACWP SV CV EAC BAC

2 Define project scope $60.00 $60.00 $180.00 $0.00 ($120.00) $180.00 $60.00
3 Select project resources $30.00 $30.00 $180.00 $0.00 ($150.00) $180.00 $30.00
4 Scope complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
6 Requirement gathering $60.00 $60.00 $72.00 $0.00 ($12.00) $72.00 $60.00
7 Create busineess requirement specific $180.00 $180.00 $180.00 $0.00 $0.00 $180.00 $180.00
8 Obtain approval to procced $96.00 $96.00 $96.00 $0.00 $0.00 $96.00 $96.00
9 Create initial project plan $120.00 $120.00 $120.00 $0.00 $0.00 $120.00 $120.00
10 Estimating Cost & Budget $60.00 $60.00 $168.00 $0.00 ($108.00) $168.00 $60.00
11 Analysis Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
13 Study existing MES 4.1 $84.00 $84.00 $180.00 $0.00 ($96.00) $180.00 $84.00
14 Study EBR solution $96.00 $48.00 $48.00 ($48.00) $0.00 $96.00 $96.00
15 Review Existing Database $60.00 $0.00 $0.00 ($60.00) $0.00 $60.00 $60.00
16 Review Code $96.00 $0.00 $0.00 ($96.00) $0.00 $96.00 $96.00
17 Review specification & modification $96.00 $0.00 $0.00 ($96.00) $0.00 $96.00 $96.00
18 Define delevery schedule $48.00 $0.00 $0.00 ($48.00) $0.00 $48.00 $48.00
19 Post-Analysis Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
21 Conceptional design $96.00 $0.00 $0.00 ($96.00) $0.00 $96.00 $96.00
22 Detail design $360.00 $0.00 $0.00 ($360.00) $0.00 $360.00 $360.00
23 Design Approval $240.00 $0.00 $0.00 ($240.00) $0.00 $240.00 $240.00
24 Design Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
26 Develop transportation module into EB $408.00 $0.00 $0.00 ($408.00) $0.00 $960.00 $960.00
27 Develop visual interface of warehouse $0.00 $0.00 $0.00 $0.00 $0.00 $768.00 $768.00
28 Develop interface protocol between W $0.00 $0.00 $0.00 $0.00 $0.00 $1,344.00 $1,344.00
29 Implementation Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
31 Unit Testing Iteration 1 $0.00 $0.00 $0.00 $0.00 $0.00 $288.00 $288.00
34 Integration Testing $0.00 $0.00 $0.00 $0.00 $0.00 $192.00 $192.00
35 Testing Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
36 Deployment $0.00 $0.00 $0.00 $0.00 $0.00 $12.00 $12.00
$2,190.00 $738.00 $1,224.00 ($1,452.00) ($486.00) $6,408.00 $5,922.00

Date = 5th June 07 PV= $846.00 EV= $738.00 AC=$1224.00 BAC=$5922.00

Appendix A

Earned Value as of Wed 6/20/07
EBR Project Plan


4 Scope complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
14 Study EBR solution $96.00 $96.00 $288.00 $0.00 ($192.00) $288.00 $96.00
15 Review Existing Database $60.00 $60.00 $91.00 $0.00 ($31.00) $91.00 $60.00
16 Review Code $96.00 $96.00 $80.73 $0.00 $15.27 $80.73 $96.00
17 Review specification & modification $96.00 $96.00 $86.40 $0.00 $9.60 $86.40 $96.00
18 Define delevery schedule $48.00 $4.80 $7.20 ($43.20) ($2.40) $72.00 $48.00
21 Conceptional design $96.00 $0.00 $0.00 ($96.00) $0.00 $96.00 $96.00
22 Detail design $360.00 $0.00 $0.00 ($360.00) $0.00 $360.00 $360.00
23 Design Approval $240.00 $0.00 $0.00 ($240.00) $0.00 $240.00 $240.00
24 Design Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
36 Deployment $0.00 $0.00 $0.00 $0.00 $0.00 $12.00 $12.00
$2,190.00 $1,042.80 $2,101.33 ($1,147.20) ($1,058.53) $7,002.13 $5,922.00

Date = 20th June 07 PV= $1086.00 EV= $1042.80 AC=$2101.33 BAC=$
5922.00

Appendix B

Earned Value as of Fri 7/6/07
EBR Project Plan


4 Scope complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
14 Study EBR solution $96.00 $96.00 $288.00 $0.00 ($192.00) $288.00 $96.00
15 Review Existing Database $60.00 $60.00 $91.00 $0.00 ($31.00) $91.00 $60.00
16 Review Code $96.00 $96.00 $80.73 $0.00 $15.27 $80.73 $96.00
17 Review specification & modification $96.00 $96.00 $86.40 $0.00 $9.60 $86.40 $96.00
18 Define delevery schedule $48.00 $48.00 $103.20 $0.00 ($55.20) $103.20 $48.00
21 Conceptional design $96.00 $96.00 $72.00 $0.00 $24.00 $72.00 $96.00
22 Detail design $360.00 $360.00 $448.80 $0.00 ($88.80) $448.80 $360.00
23 Design Approval $240.00 $240.00 $180.00 $0.00 $60.00 $180.00 $240.00
24 Design Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
36 Deployment $0.00 $0.00 $0.00 $0.00 $0.00 $12.00 $12.00
$2,454.00 $1,878.00 $2,994.13 ($576.00) ($1,116.13) $7,038.13 $5,922.00

Appendix C

Resource Usage as of Sat 7/6/07
EBR Project Plan

4/22/07 4/29/07 5/6/07 5/13/07 5/20/07 5/27/07 6/3/07 6/10/07 6/17/07 6/24/07 7/1/07 7/8/07 7/15/07
Lorenzo Cogliati (PM) 12 hrs 6 hrs
Define project scope 6 hrs
Select project resources 6 hrs
Design Approval 6 hrs
Md. J. F. (Leader / Analyst)) 7 hrs 22 hrs 10 hrs 34 hrs 38 hrs 32.8 hrs 6 hrs 25.2 hrs 7.2 hrs
Requirement gathering 6 hrs
Create busineess requirement specification 1 hr 14 hrs
Obtain approval to procced 8 hrs
Create initial project plan 10 hrs
Estimating Cost & Budget 14 hrs
Study existing MES 4.1 16 hrs 24 hrs 6 hrs
Study EBR solution 4 hrs 14 hrs 6 hrs
Review Existing Database 5 hrs
Review Code 6 hrs
Review specification & modification 7.2 hrs
Define delevery schedule 2.6 hrs 6 hrs
Conceptional design 6 hrs
Detail design 19.2 hrs 7.2 hrs
Deployment
Jannatul Ferdous (Dev 1) 16 hrs 48 hrs 48 hrs
Develop transportation module into EBR 16 hrs 24 hrs 24 hrs
Develop visual interface of warehouse plant 24 hrs 24 hrs
Develop interface protocol between WMS and ERP
Unit Testing Iteration 2
Integration Testing
Ferdous (Dev 2) 3.32 hrs 5.87 hrs 5.13 hrs
Review Existing Database 2.58 hrs
Review Code 0.73 hrs
Detail design 5.87 hrs 5.13 hrs
Total 12 hrs 7 hrs 22 hrs 10 hrs 34 hrs 38 hrs ####### 6 hrs ####### ####### 48 hrs 48 hrs

Appendix D

Resource Usage as of Sat 7/6/07
EBR Project Plan

7/22/07 7/29/07 8/5/07 8/12/07 8/19/07 8/26/07 9/2/07 9/9/07 9/16/07 9/23/07 Total
Lorenzo Cogliati (PM) 18 hrs
Define project scope 6 hrs
Select project resources 6 hrs
Design Approval 6 hrs
Md. J. F. (Leader / Analyst)) 1 hr 183.2 hrs
Requirement gathering 6 hrs
Create busineess requirement specification 15 hrs
Obtain approval to procced 8 hrs
Create initial project plan 10 hrs
Estimating Cost & Budget 14 hrs
Study existing MES 4.1 46 hrs
Study EBR solution 24 hrs
Review Existing Database 5 hrs
Review Code 6 hrs
Review specification & modification 7.2 hrs
Define delevery schedule 8.6 hrs
Conceptional design 6 hrs
Detail design 26.4 hrs
Deployment 1 hr 1 hr
Jannatul Ferdous (Dev 1) 40 hrs 24 hrs 24 hrs 24 hrs 24 hrs 16 hrs 16 hrs 16 hrs 296 hrs
Develop transportation module into EBR 16 hrs 80 hrs
Develop visual interface of warehouse plant 16 hrs 64 hrs
Develop interface protocol between WMS and ERP 8 hrs 24 hrs 24 hrs 24 hrs 24 hrs 8 hrs 112 hrs
Unit Testing Iteration 2 8 hrs 16 hrs 24 hrs
Integration Testing 16 hrs 16 hrs
Ferdous (Dev 2) 16 hrs 8 hrs 24 hrs 62.32 hrs
Review Existing Database 2.58 hrs
Review Code 0.73 hrs
Detail design 11 hrs
Unit Testing Iteration 1 24 hrs 24 hrs
Unit Testing Iteration 3 16 hrs 8 hrs 24 hrs
Total 40 hrs 24 hrs 24 hrs 24 hrs 24 hrs 32 hrs 24 hrs 24 hrs 16 hrs 1 hr 559.52 hrs

Appendix D

EBR Project Plan
Rockwell Automation
as of Thu 5/29/07

Dates
Start: Tue 4/24/07 Finish: Wed 9/26/07
Baseline Start: Tue 4/24/07 Baseline Finish: Wed 9/26/07
Actual Start: NA Actual Finish: NA
Start Variance: 0 days Finish Variance: 0 days

Duration
Scheduled: 67.75 days? Remaining: 67.75 days?
Baseline: 67.75 days? Actual: 0 days
Variance: 0 days? Percent Complete: 0%

Work
Scheduled: 477 hrs Remaining: 477 hrs
Baseline: 477 hrs Actual: 0 hrs
Variance: 0 hrs Percent Complete: 0%

Costs
Scheduled: $5,922.00 Remaining: $5,922.00
Baseline: $5,922.00 Actual: $0.00
Variance: $0.00

Task Status Resource Status
Tasks not yet started: 36 Work Resources: 1
Tasks in progress: 0 Overallocated Work Resources: 3
Tasks completed: 0 Material Resources: 0
Total Tasks: 36 Total Resources: 4

Notes
An enhancement design of Rockwell Automation's solution for the Life Sciences Industry regarding Manufacturing Execution
Systems (MES)

Appendix E

EBR Project Plan (Final)
Rockwell Automation
as of Sat 7/7/07

Dates
Start: Tue 4/24/07 Finish: Wed 9/26/07
Baseline Start: Tue 4/24/07 Baseline Finish: Wed 9/26/07
Actual Start: Tue 4/24/07 Actual Finish: NA
Start Variance: 0 days Finish Variance: 0 days

Duration
Scheduled: 67.75 days? Remaining: 40.62 days?
Baseline: 67.75 days? Actual: 27.13 days
Variance: 0 days? Percent Complete: 40%

Work
Scheduled: 559.52 hrs Remaining: 337 hrs
Baseline: 477 hrs Actual: 222.52 hrs
Variance: 82.52 hrs Percent Complete: 40%

Costs
Scheduled: $7,038.13 Remaining: $4,044.00
Baseline: $5,922.00 Actual: $2,994.13
Variance: $1,116.13

Task Status Resource Status
Tasks not yet started: 11 Work Resources: 3
Tasks in progress: 3 Overallocated Work Resources: 1
Tasks completed: 22 Material Resources: 0
Total Tasks: 36 Total Resources: 4

Notes
An enhancement design of Rockwell Automation's solution for the Life Sciences Industry regarding Manufacturing Execution
Systems (MES)

Appendix F

Plannaing And Management Of Project Report

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