PROJECT PLANNING & MANAGEMENT

Brittany Hamilton

PROGRESS TRACKING

Do we understand customer’s

needs?

Can we design a system to solve

customer’s problems or

satisfy customer’s needs?

How long will it take to develop

the system?

How much will it cost to

develop the system?

PROJECT SCHEDULE◦Describes the software-development cycle for a particular project by

decomposing the project into phases and breaking down each phase into smaller tasks to be completed

◦It is important to understand the customer’s needs and list all the tasks that needs to be accomplished such as ◦Documents◦Demonstrations of function, subsystems, and accuracy◦Demonstrations of reliability, performance and/or security

◦It is also very important to determine the timeline of each task that needs to be achieve so that the project will be delivered on time

PROJECT SCHEDULE

The figure to the right shows a simple breakdown of how you can implement the structure of the project phases, steps, and activities that needs to be completed

ACTIVITY GRAPHS◦ Activity graphs depict the

progress of what is going on within the project such as activities that are being completed and milestones that are being reached

◦ The graph to the right represents an activity graph for building a house◦ Nodes indicate project milestones◦ Lines indicate activities

ESTIMATING COMPLETION◦CRITICAL PATH METHOD (CPM)◦ This method describes the minimum amount of time it will take to complete a

project◦ Also reveals which activity will take longer to finish than others

◦TIME TERMS◦ Real time (actual time): estimation of the amount of time required for the activity

to be completed◦ Available time: the amount of time available in the schedule for an activity to be

completed◦ Slack time: the difference between available and real time for the specific activity

◦ Available – Real time = Latest start time – Earliest start time◦ Critical path: the slack at every node is zero

ESTIMATING COMPLETION

◦ An example of a CPM Bar Chart◦ Critical path denoted by an asterisk

TOOLS TO TRACK PROGRESS

◦Gantt Chart◦ This chart type helps to understand which activities can be performed at

the same time

TOOLS TO TRACK PROGRESS

◦Resource Histogram◦ This type of chart shows those who are working on the project who

are needed for each stage of the project development

TOOLS TO TRACK PROGRESS

◦Expenditure Graph◦Monitor the amount of spending over

time

KEY ACTIVITIES REQUIRING PROJECT PERSONNEL

REQUIREMENT ANALYSIS

SYSTEM DESIGN

PROGRAM DESIGN

PROGRAM IMPLEMENTATION

TESTING

TRAINING

MAINTENANCE

QUALITY ASSURANCE

PROJECT PERSONNEL◦Communication◦A project’s progress is affected by the degree of communication and the ability

to communicate their ideas◦ If there is a lack of communication then the project suffers

◦Meetings:◦Unsuccessful◦The purpose is unclear◦Attendees of the meeting are unprepared

◦Successful◦Clear agenda◦Follow-up actions

WORK STYLES• tell their thoughtsExtroverts• ask for suggestionsIntroverts• base decision of feelingsIntuitives• base decisions on facts,

optionsRationals

PROJECT ORGANIZATION◦Management Styles

Chief Programmer Team• One person who is completely responsible for

the system design and development

Egoless Approach• Hold everyone equally responsible

EFFORT ESTIMATION◦Estimation how much a project will cost is one of the crucial aspects of project planning and management◦Should be completed as soon as possible at the start of project planning

◦Types of Costs◦Facilities: hardware, space, furniture, telephone, etc.◦Software tools for designing software ◦Staff (effort): the biggest component of cost

ESTIMATION TECHNIQUESExpert Judgment• Top-down or bottom-up• Pessimistic (x), Optimistic (y), most likely (z)

Delphi Technique• Based on the average of “secret expert judgments”

Wolverton Technique• Factors that affect difficulty

• Whether the problem is old (O) or new (N)• Whether it is easy (E) or moderate (M)

ESTIMATION TECHNIQUESAlgorithmic Method [E = (a + bSc) m(X)]• Walston & Felix model: E = 5.25 S 0.91

• Bailey & Basili model: E = 5.5 + 0.73 S1.16

Constructive Cost Model [COCOMO]• E = bScm(X)• Where bSc is the initial size-based estimate• M(X) is the vector of cost driver information

• Calculate the productivity factor based on developer experience and capability

ESTIMATION TECHNIQUES◦Machine Learning Techniques◦Neural Network◦Cause-effect network “trained” with data from past history

◦Case-based Reasoning (CBR)◦The user identifies a new problem as a case◦The system retrieves similar case from a repository of historical

information◦The system reuses knowledge from previous case◦The system suggests a solution for the new case

RISK MANAGEMENT◦Risk is an unwanted event that has

negative consequences◦Risk sources: generic and project-

specific

◦Risk Management Activities:

Risk Management

Risk Assessment

Risk Identification

Risk Analysis

Risk Prioritization

Risk Control

Risk Reduction

Risk Management

Planning

Risk Resolution

RISK EXPOSURE

◦Risk exposure is a simple calculation that gives a numeric value to a risk

TOP TEN RISK ITEMSPersonnel shortfalls

Unrealistics schedules and

budgets

Developing the wrong software functions

Developing the wrong

user interface

Gold plating Continuing stream of

requirement changes

Shortfalls in externally furnished

components

Shortfalls in externally performed

tasks

Real-time performance

shortfalls

Straining computer-

science capabilities

PROJECT PLAN ITEMS◦Project scope◦Project schedule◦Project team organization◦Technical description of system◦Project standards and procedures◦Quality assurance plan◦Configuration management plan

◦Documentation plan◦Data management plan◦Resource management plan◦Test plan◦Training plan◦Security plan◦Risk management plan◦Maintenance plan

PROJECT PLAN TECHNICAL ITEMS

algorithms

tools

review or inspection techniques

design language or representaions

coding languages

testing techniques

ENROLLMENT MANAGEMENT

◦Establish a clear large vision◦Delegate specific

commitments from participants

◦Provide supportive feedback◦Learn as the program

progresses

ACCOUNTABILITY MODELINGMatrix organization• Each engineer belongs to a functional unit based on a type of skill

Integrated product development team• Combines people from different units to work as one

Tracking each activity• Using cost estimation, critical path analysis, & schedule tracking

Teams & Stakeholders• Stakeholders are actively involved in the project and teams make the

project happen

ACCOUNTABILITY MODEL GRAPH

ACTIVITY ROADMAP

◦An activity map used to illustrate progress on each activity

EARNED-VALUE CHART

◦Track each activity's progress with a earned-value chart

PROCESS MODELS & MANAGEMENT

• Why is the system being developed?Objectives

• What will be done by when?Milestones and schedules

• Who is responsible for a function?Responsibilities

• How will the job be done, technically and managerially?Approach

• How much of each resource is needed?Resources

• Can this be done, and is there a good business reason for doing it?Feasibility

WIN-WIN SPIRAL MODEL

◦Win-Win spiral model was suggested by Boehm to be used as supplement to the milestones