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

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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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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

1.4.0.1 16–06-07 1st Tracking, analysis, action, re-plan

1.4.0.2 21-06-07 2nd Tracking, analysis, action, re-plan

1.4.0.3 6- 07- 07 3rd & Final Tracking, analysis, action, re-plan

1.5.0.1 7- 07- 07 Conclusion & Final release

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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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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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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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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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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 Iterative 2: 3 web pages Iterative 3: 5 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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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 = 7Image * ILF 2 * 7 = 14Py Script * EO 1 * 4 = 4Link * 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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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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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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Figure 7: Screen shot of initial project planning Gantt chart (22nd Apr to 7th Jul’07)

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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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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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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

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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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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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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 Time Performance Analysis: Schedule variance:

SV = EV – PV = 1042.8 – 1086.00 = -43.2 Comparison to the schedule:

SV%= SV/PV = -43.2/1086 = -3.98% Project has a delay of 3.98% compared to previous forecasts Schedule Performance Index:

SPI = EV/ PV = 1042/1086 = .9602 So, Project is in 96.02% Efficiency Time Estimate at Completion:

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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Cost Performance Analysis: 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 Cost Performance Index:

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 To-Complete Performance Index:

TCPI = (BAC-EV)/(BAC-AC) = (5922 - 1042.8)/( 5922 - 2101.33) = 1.28 To reach project objectives, the efficiency that must be achieved is 1.28 Performance Analysis and Forecast:

Project Tracking_20th_June.mpp

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Figure 14: Performance Analysis and Forecast on 20th June

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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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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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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 Time Performance Analysis: Schedule variance:

SV = EV – PV = 1878.00 – 2454.00 = -576 Comparison to the schedule:

SV%= SV/PV = -43.2/1086 = -23.4% Project has a delay of -23.4% compared to previous forecasts Schedule Performance Index:

SPI = EV/ PV = 1878.00 / 2454.00 = 0.7652 So, Project is in 76.52% Efficiency Time Estimate at Completion:

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 Performance Analysis: 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 Cost Performance Index:

CPI = EV/ AC = 1878/2994.13 = 0.62 Project efficiency is 62%, it means that for every euro spent only 0.62 $ create value To-Complete Performance Index:

TCPI = (BAC-EV)/(BAC-AC) = (5922 - 1878)/( 5922 - 2994.13) = 1.38 To reach project objectives, the efficiency that must be achieved is 1.38

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Performance Analysis and Forecast:

Project Tracking_5th_July

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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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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

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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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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_calculation_examp.htm

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 $60.003 Select project resources $30.00 $30.00 $180.00 $0.00 ($150.00) $180.00 $30.004 Scope complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.006 Requirement gathering $60.00 $60.00 $72.00 $0.00 ($12.00) $72.00 $60.007 Create busineess requirement specific $180.00 $180.00 $180.00 $0.00 $0.00 $180.00 $180.008 Obtain approval to procced $96.00 $96.00 $96.00 $0.00 $0.00 $96.00 $96.009 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 $60.0011 Analysis Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.0013 Study existing MES 4.1 $84.00 $84.00 $180.00 $0.00 ($96.00) $180.00 $84.0014 Study EBR solution $96.00 $48.00 $48.00 ($48.00) $0.00 $96.00 $96.0015 Review Existing Database $60.00 $0.00 $0.00 ($60.00) $0.00 $60.00 $60.0016 Review Code $96.00 $0.00 $0.00 ($96.00) $0.00 $96.00 $96.0017 Review specification & modification $96.00 $0.00 $0.00 ($96.00) $0.00 $96.00 $96.0018 Define delevery schedule $48.00 $0.00 $0.00 ($48.00) $0.00 $48.00 $48.0019 Post-Analysis Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.0021 Conceptional design $96.00 $0.00 $0.00 ($96.00) $0.00 $96.00 $96.0022 Detail design $360.00 $0.00 $0.00 ($360.00) $0.00 $360.00 $360.0023 Design Approval $240.00 $0.00 $0.00 ($240.00) $0.00 $240.00 $240.0024 Design Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.0026 Develop transportation module into EB $408.00 $0.00 $0.00 ($408.00) $0.00 $960.00 $960.0027 Develop visual interface of warehouse $0.00 $0.00 $0.00 $0.00 $0.00 $768.00 $768.0028 Develop interface protocol between W $0.00 $0.00 $0.00 $0.00 $0.00 $1,344.00 $1,344.0029 Implementation Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.0031 Unit Testing Iteration 1 $0.00 $0.00 $0.00 $0.00 $0.00 $288.00 $288.0032 Unit Testing Iteration 2 $0.00 $0.00 $0.00 $0.00 $0.00 $288.00 $288.0033 Unit Testing Iteration 3 $0.00 $0.00 $0.00 $0.00 $0.00 $288.00 $288.0034 Integration Testing $0.00 $0.00 $0.00 $0.00 $0.00 $192.00 $192.0035 Testing Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.0036 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

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

Mohammad Jannatul Ferdous

Appendix A

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 $60.003 Select project resources $30.00 $30.00 $180.00 $0.00 ($150.00) $180.00 $30.004 Scope complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.006 Requirement gathering $60.00 $60.00 $72.00 $0.00 ($12.00) $72.00 $60.007 Create busineess requirement specific $180.00 $180.00 $180.00 $0.00 $0.00 $180.00 $180.008 Obtain approval to procced $96.00 $96.00 $96.00 $0.00 $0.00 $96.00 $96.009 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 $60.0011 Analysis Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.0013 Study existing MES 4.1 $84.00 $84.00 $552.00 $0.00 ($468.00) $552.00 $84.0014 Study EBR solution $96.00 $96.00 $288.00 $0.00 ($192.00) $288.00 $96.0015 Review Existing Database $60.00 $60.00 $91.00 $0.00 ($31.00) $91.00 $60.0016 Review Code $96.00 $96.00 $80.73 $0.00 $15.27 $80.73 $96.0017 Review specification & modification $96.00 $96.00 $86.40 $0.00 $9.60 $86.40 $96.0018 Define delevery schedule $48.00 $4.80 $7.20 ($43.20) ($2.40) $72.00 $48.0019 Post-Analysis Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.0021 Conceptional design $96.00 $0.00 $0.00 ($96.00) $0.00 $96.00 $96.0022 Detail design $360.00 $0.00 $0.00 ($360.00) $0.00 $360.00 $360.0023 Design Approval $240.00 $0.00 $0.00 ($240.00) $0.00 $240.00 $240.0024 Design Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.0026 Develop transportation module into EB $408.00 $0.00 $0.00 ($408.00) $0.00 $960.00 $960.0027 Develop visual interface of warehouse $0.00 $0.00 $0.00 $0.00 $0.00 $768.00 $768.0028 Develop interface protocol between W $0.00 $0.00 $0.00 $0.00 $0.00 $1,344.00 $1,344.0029 Implementation Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.0031 Unit Testing Iteration 1 $0.00 $0.00 $0.00 $0.00 $0.00 $288.00 $288.0032 Unit Testing Iteration 2 $0.00 $0.00 $0.00 $0.00 $0.00 $288.00 $288.0033 Unit Testing Iteration 3 $0.00 $0.00 $0.00 $0.00 $0.00 $288.00 $288.0034 Integration Testing $0.00 $0.00 $0.00 $0.00 $0.00 $192.00 $192.0035 Testing Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.0036 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

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

Mohammad Jannatul Ferdous

Appendix B

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 $60.003 Select project resources $30.00 $30.00 $180.00 $0.00 ($150.00) $180.00 $30.004 Scope complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.006 Requirement gathering $60.00 $60.00 $72.00 $0.00 ($12.00) $72.00 $60.007 Create busineess requirement specific $180.00 $180.00 $180.00 $0.00 $0.00 $180.00 $180.008 Obtain approval to procced $96.00 $96.00 $96.00 $0.00 $0.00 $96.00 $96.009 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 $60.0011 Analysis Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.0013 Study existing MES 4.1 $84.00 $84.00 $552.00 $0.00 ($468.00) $552.00 $84.0014 Study EBR solution $96.00 $96.00 $288.00 $0.00 ($192.00) $288.00 $96.0015 Review Existing Database $60.00 $60.00 $91.00 $0.00 ($31.00) $91.00 $60.0016 Review Code $96.00 $96.00 $80.73 $0.00 $15.27 $80.73 $96.0017 Review specification & modification $96.00 $96.00 $86.40 $0.00 $9.60 $86.40 $96.0018 Define delevery schedule $48.00 $48.00 $103.20 $0.00 ($55.20) $103.20 $48.0019 Post-Analysis Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.0021 Conceptional design $96.00 $96.00 $72.00 $0.00 $24.00 $72.00 $96.0022 Detail design $360.00 $360.00 $448.80 $0.00 ($88.80) $448.80 $360.0023 Design Approval $240.00 $240.00 $180.00 $0.00 $60.00 $180.00 $240.0024 Design Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.0026 Develop transportation module into EB $672.00 $96.00 $96.00 ($576.00) $0.00 $960.00 $960.0027 Develop visual interface of warehouse $0.00 $0.00 $0.00 $0.00 $0.00 $768.00 $768.0028 Develop interface protocol between W $0.00 $0.00 $0.00 $0.00 $0.00 $1,344.00 $1,344.0029 Implementation Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.0031 Unit Testing Iteration 1 $0.00 $0.00 $0.00 $0.00 $0.00 $288.00 $288.0032 Unit Testing Iteration 2 $0.00 $0.00 $0.00 $0.00 $0.00 $288.00 $288.0033 Unit Testing Iteration 3 $0.00 $0.00 $0.00 $0.00 $0.00 $288.00 $288.0034 Integration Testing $0.00 $0.00 $0.00 $0.00 $0.00 $192.00 $192.0035 Testing Complete $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.0036 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

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

Mohammad Jannatul Ferdous

Appendix C

Lorenzo Cogliati (PM) 12 hrs 6 hrsDefine project scope 6 hrsSelect project resources 6 hrsDesign 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 hrsRequirement gathering 6 hrsCreate busineess requirement specification 1 hr 14 hrsObtain approval to procced 8 hrsCreate initial project plan 10 hrsEstimating Cost & Budget 14 hrsStudy existing MES 4.1 16 hrs 24 hrs 6 hrsStudy EBR solution 4 hrs 14 hrs 6 hrsReview Existing Database 5 hrsReview Code 6 hrsReview specification & modification 7.2 hrsDefine delevery schedule 2.6 hrs 6 hrsConceptional design 6 hrsDetail design 19.2 hrs 7.2 hrsDeployment

Jannatul Ferdous (Dev 1) 16 hrs 48 hrs 48 hrsDevelop transportation module into EBR 16 hrs 24 hrs 24 hrsDevelop visual interface of warehouse plant 24 hrs 24 hrsDevelop interface protocol between WMS and ERPUnit Testing Iteration 2Integration Testing

Ferdous (Dev 2) 3.32 hrs 5.87 hrs 5.13 hrsReview Existing Database 2.58 hrsReview Code 0.73 hrsDetail design 5.87 hrs 5.13 hrsUnit Testing Iteration 1Unit Testing Iteration 3

Total 12 hrs 7 hrs 22 hrs 10 hrs 34 hrs 38 hrs ####### 6 hrs ####### ####### 48 hrs 48 hrs

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

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

Mohammad Jannatul Ferdous

Appendix D

Lorenzo Cogliati (PM) 18 hrsDefine project scope 6 hrsSelect project resources 6 hrsDesign Approval 6 hrs

Md. J. F. (Leader / Analyst)) 1 hr 183.2 hrsRequirement gathering 6 hrsCreate busineess requirement specification 15 hrsObtain approval to procced 8 hrsCreate initial project plan 10 hrsEstimating Cost & Budget 14 hrsStudy existing MES 4.1 46 hrsStudy EBR solution 24 hrsReview Existing Database 5 hrsReview Code 6 hrsReview specification & modification 7.2 hrsDefine delevery schedule 8.6 hrsConceptional design 6 hrsDetail design 26.4 hrsDeployment 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 hrsDevelop transportation module into EBR 16 hrs 80 hrsDevelop visual interface of warehouse plant 16 hrs 64 hrsDevelop interface protocol between WMS and ERP 8 hrs 24 hrs 24 hrs 24 hrs 24 hrs 8 hrs 112 hrsUnit Testing Iteration 2 8 hrs 16 hrs 24 hrsIntegration Testing 16 hrs 16 hrs

Ferdous (Dev 2) 16 hrs 8 hrs 24 hrs 62.32 hrsReview Existing Database 2.58 hrsReview Code 0.73 hrsDetail design 11 hrsUnit Testing Iteration 1 24 hrs 24 hrsUnit 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

Total7/22/07 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

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

Mohammad Jannatul Ferdous

Appendix D

EBR Project PlanRockwell Automation

Mohammad Jannatul Ferdousas of Thu 5/29/07

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

DurationScheduled: 67.75 days? Remaining: 67.75 days?Baseline: 67.75 days? Actual: 0 daysVariance: 0 days? Percent Complete: 0%

WorkScheduled: 477 hrs Remaining: 477 hrsBaseline: 477 hrs Actual: 0 hrsVariance: 0 hrs Percent Complete: 0%

CostsScheduled: $5,922.00 Remaining: $5,922.00Baseline: $5,922.00 Actual: $0.00Variance: $0.00

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

NotesAn enhancement design of Rockwell Automation's solution for the Life Sciences Industry regarding Manufacturing ExecutionSystems (MES)

EBR Project Plan (Final)Rockwell Automation

Mohammad Jannatul Ferdousas of Sat 7/7/07

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

DurationScheduled: 67.75 days? Remaining: 40.62 days?Baseline: 67.75 days? Actual: 27.13 daysVariance: 0 days? Percent Complete: 40%

WorkScheduled: 559.52 hrs Remaining: 337 hrsBaseline: 477 hrs Actual: 222.52 hrsVariance: 82.52 hrs Percent Complete: 40%

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

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

NotesAn enhancement design of Rockwell Automation's solution for the Life Sciences Industry regarding Manufacturing ExecutionSystems (MES)