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 thoughts Extroverts ask for suggestions Introverts base decision of feelings Intuitives base decisions on facts, options Rationals

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 TECHNIQUES Expert 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 TECHNIQUES Algorithmic Method [E = (a + bS c ) m( X )] Walston & Felix model: E = 5.25 S 0.91 Bailey & Basili model: E = S 1.16 Constructive Cost Model [COCOMO] E = bS c m(X) Where bS c 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 ControlRisk 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 ITEMS Personnel 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 MODELING Matrix 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