REQUIREMENTS Project management tools

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REQUIREMENTS Project management tools
Presentation transcript:

REQUIREMENTS Project management tools

Sources of requirements People Stakeholders Who are the stakeholders? Issues: Conflicting requirements Wants vs. needs Helping the customer articulate the requirements Use cases Hardware constraints Laws of physics and nature Social responsibility

Social responsibility Privacy Security How it will (can) be used Does it have the potential for misuse? Can it be used to harm people?

Sources of Requirements: People vs. Other decision support system for military tactics unconstrained video game Type of application corporate accounting system manufacturing control system enhancement to corporate accounting system flight control system for airliner highly constrained missile guidance system relatively low % of requirements gathered from people relatively high (Brackett, CMU)

Product Flow Identify sequences and dependencies Distinguish new from existing components Important if you have many different deliverables

Product Flow

Work Breakdown Structure Need to break down the tasks into component parts and tasks Level of detail important: The more detailed, the better Lacks any time component

Work Breakdown

Graphical WBS

PERT Charts Critical path identification Developed by Navy in 1958 Program Evaluation and Review Technique Also known as activity networks Developed by Navy in 1958 Three stages: Planning (tasks and sequence) Scheduling (start and finish times) Analysis (float and revisions) Two different models Activities are nodes (most common) or arcs

Pert Charts

CPM: Critical Path Method Alternative to PERT Dupont 1957 Graphical view of project Predicts time required to complete Shows which activities are critical to maintaining the schedule Lacks the built in model of float Easy to use informally

Planning Identify the specific activities and milestones. Determine the proper sequence of the activities. Construct a network diagram. Estimate the time required for each activity. Determine the critical path (longest path through the network). Update the PERT or CPM chart as the project progresses

Gantt Charts Milestone charts Invented by Henry Gantt in 1916 Advantages Less detailed Amenable to management overlays

Gantt Chart with Overlays Note that dates are Day/Month

Gantt Chart with Overlays

Scheduling Steps with Tools Put together minimal solution Primary requirements Start with external commitments Functional spec Milestones Introduce internal milestones Work breakdown structure Product Flow PERT Chart or CPM, Gantt chart Focus on the risks Add next level of features where possible Secondary requirements

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