business 5 jlang
TRANSCRIPT
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5.5. Project planning andProject planning andmanagementmanagement
Role of a manager
Charts and Critical Path Analysis
Estimation Techniques
Monitoring
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Role of a managerRole of a manager
Directs resources for the achievement ofgoals
LEADER also provides
– Vision–Inspiration
–Rises above the usual
No one right way to manage
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Management ContinuumManagement Continuum
Autocratic Consultative ParticipateAuthoritarian Democratic
Solves problems alone
Dictates decisions
Discusses Problems
Makes decision
Chairperson
Agrees problem
Creates consensus
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Managerial RolesManagerial Roles–(after Henry Mintzberg)
Interpersonal–Figurehead
–Leader
–Liaison
Informational Roles
–Monitor
–Disseminator
–Spokesperson
Decisional Roles–Entrepreneur
–Resource Allocator
–Disturbance Allocator
–Negotiator
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QualitiesQualities Technical/Professional knowledge
Organisational know-how Ability to grasp situation
Ability to make decisions
Ability to manage change
Creative
Mental flexibility - Learns from experience
Pro-active
Moral courage
Resilience
Social skills
Self Knowledge
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Variables Variables
Resource
Time
Function
“ You can have any two of quick, good orcheap, but not all three”
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Development cycle:Development cycle:
Efort
Time
Specication Analysis uild Test Maintain
Alpha eta
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Crossing the ChasmCrossing the Chasm Geoffrey Moore, after Everett Rogers
Tech !tility
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Approaches and Approaches andmethodologiesmethodologies
Top Down–Waterfall decomposition
Bottom Up–meta machine
Rapid Prototype–successive refinement
Muddle through
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Spiral MethodologySpiral Methodology
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Phase Deliverables
Envisioning – agreeing
the overall directionand the contents of thisphase
Vision/Scope document
Risk assessmentProject structure
Planning – design forthis phase.
unctional speci!cationRisk assessmentProject schedule
Developing – the actualbuild
ro"en functionalspeci!cationRisk management planSource code ande#ecutablesPerformance supportelements$est speci!cation and
test cases%aster project planand master projectschedule
Stabilsing – test&debug& re'ork.
(olden releaseRelease notesPerformance supportelements
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Pert and Gantt ChartsPert and Gantt Charts
Visual representation of project
Microsoft Project
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Example: Getting up in theExample: Getting up in themorningmorning
Task Duration "mins#
$ Alarm rings %
&' (ake !p )
)' *et out o+ bed ,
-' (ash ,
,' *et dressed ,.' Put kettle on &
/ (ait +or kettle to boil ,
0 Put toast on &
1 (ait +or Toast )
$% Make cofee )
$$ utter Toast &
$& Eat reak+ast $%
$) 2eave +or 2ectures %
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Pert ChartPert Chart
Leavefor
Lectures
9:30am 9:30am
9:30am 9:30am
Wash
8:56am 9:01am
8:56am 9:01am
Getdressed
9:01am 9:06am
9:01am 9:06am
EatBreakfast
9:20am 9:30am
9:20am 9:30am
PutKettleon
9:06am 9:09am
9:09am 9:12am
Waitforkettleto
boil
9:09am 9:14am
9:12am 9:17am
MakeCoffee
9:14am 9:17am
9:17am 9:20am
ButterToast
9:16am 9:20am
9:16am 9:20am
WaitforToast
9:11am 9:16am
9:11am 9:16am
Puttoaston
9:06am 9:11am
9:06am 9:11am
Getoutofbed
8:56am 8:56am
8:56am 8:56am
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Critical Path AnalysisCritical Path Analysis
Compute earliest and latest start/finishfor each task
The difference is the slack
The Critical Path joins the tasks forwhich there is no slack
Any delay in tasks on the on the criticalpath affects the whole project
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Pert ChartPert Chart
Leavefor
Lectures
9:30am 9:30am
9:30am 9:30am
Waitforkettleto
boil
9:09am 9:14am
9:12am 9:17am
MakeCoffee
9:14am 9:17am
9:17am 9:20am
ButterToast
9:16am 9:20am
9:16am 9:20am
WaitforToast
9:11am 9:16am
9:11am 9:16am
PutKettleon
9:06am 9:09am
9:09am 9:12am
Getoutofbed
9:06am 9:06am
9:06am 9:06am
Puttoaston
9:06am 9:11am
9:06am 9:11am
EatBreakfast
9:20am 9:30am
9:20am 9:30am
Getdressed
9:11am 9:16am
9:15am 9:20am
Wash
9:06am 9:11am
9:10am 9:15am
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Gantt ChartGantt Chart
ID Name Duration
1 Get out of bed 0m
2 Wash 5m
3 Get dressed 5m
4 Put Kettle on 3m
5 Wait for kettle to boil 5m
6 ake !offee 3m
" Put toast on 5m# Wait for $oast 5m
% &utter $oast 4m
10 'at &reakfast 10m
11 (ea)e for (e*tures 0m
9am
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ExampleExample
ID Name Duration
1 +tart 0,
2 Phase 1 #,
3 -nal.se 4,4 !ode 3,
5 $est 1,
6 Phase 2 6,
" -nal.se 3,
# !ode 1,
% $est 2,
10 Phase 3 10,11 -nal.se 4,
12 !ode 2,
13 $est 4,
14 'nd 0,
1" 1# 1% 20 21 22 23 24 25 26 2" 2# 2% 30 31 32 33 34
Month 2 Month 3 Month 4 Month 5
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Example PertExample Pert
Phase2
29/5/95 7/7/95
29/5/95 28/7/95
Phase3
19/6/95 25/8/95
19/6/95 25/8/95
Code
19/6/95 23/6/95
10/7/95 14/7/95
Analyse
1/5/95 26/5/95
1/5/95 26/5/95
Start
30/4/95 30/4/95
1/5/95 1/5/95
Code
17/7/95 28/7/95
17/7/95 28/7/95
End
25/8/95 25/8/95
25/8/95 25/8/95
Code
29/5/95 16/6/95
19/6/95 7/7/95
Analyse
29/5/95 16/6/95
29/5/95 16/6/95
Analyse
19/6/95 14/7/95
19/6/95 14/7/95
Phase1
1/5/95 23/6/95
1/5/95 14/7/95
Test
19/6/95 23/6/95
10/7/95 14/7/95
Test
26/6/95 7/7/95
17/7/95 28/7/95
Test
31/7/95 25/8/95
31/7/95 25/8/95
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LevellingLevelling
Adjust tasks to match resources available
Automatic systems available, but do not alwaysgive an optimum result
Tasks may be delayed within slack without
affecting project dates Otherwise consider extending project, or usingmore resource
Adding resource to late project may cause RECURSIVE COLLAPSE
–consider carefully whether the benefits outweigh theadditional learning delays and overheads
Derive costings
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Larger exampleLarger example
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Estimation TechniquesEstimation Techniques
Experience
Comparison with similar tasks–20 lines of code/day
–can vary by 2 orders of magnitude
Decomposition
Plan to throw one away
20 working days per month BUT 200 peryear
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Rules of ThumbRules of Thumb Software projects:
– estimate 10 x cost and 3 x time
1:3:10 rule–1: cost of prototype
–3: cost of turning prototype into a product
–10: cost of sales and marketing
–>>Product costs are dominated by cost of sales
Hartree’s Law–The time to completion of any project, as estimated by the projectleader, is a constant (Hartree’s constant)regardless of the state of the project
– A project is 90% complete 90% of the time
80% Rule–Don’t plan to use more than 80% of the available resources
•Memory, disc, cycles, programming resource....
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Cynic’s Project StagesCynic’s Project Stages
Enthusiasm
Disillusionment
Panic
Persecution of the innocent Praise of the bystander