1. Software Project Management
Project scope and activities
INFO 638
Glenn Booker
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2. Project Scope
In Traditional Project Management (TPM), it is assumed that you can determine the goal of the project from the onset
The adaptive or extreme management methods examined later will allow this not to be true
Capture key project objectives in the Project Overview Statement (POS)
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3. Disclaimer I didn’t make up the POS acronym – it’s not my fault
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4. Role of the POS
The POS captures key objectives of the project, such as the Conditions of Satisfaction (COS)
It should be a short document (1-2 pp)
The COS should convey what the project is expected to deliver and accomplish
It should be reviewed and updated throughout the project – it isn’t static
It is negotiated with the customer
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5. Role of the POS
The POS is a communications tool among the project manager, their development team, the customer, and the project manager’s boss (upper or senior management)
The POS is a concise statement of the project, and a summary of its justification to continue
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6. Other Views
The POS and COS are often known by other terms, like the Vision or Mission of the project
POS and COS are Wysocki’s terminology
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7. Generating the POS
Often the POS is developed through an iterative process
The customer makes a request for some major aspect of the product (key set of features, for example)
The developer asks to clarify the request
The customer provides a response
Customer and developer agree on the response
Repeat the previous four steps until done
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8. Non-traditional POS Uses
The POS can help understand a project even if not starting from scratch
Inheriting a project from someone else
Using a POS as a suggestion to start an unsolicited project
Use a POS as a reference to guide your team during development
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9. Parts of a POS The POS has five major sections
Problem/opportunity
Goal
Objectives
Success criteria
Assumptions, risks, obstacles
Each is typically a few paragraphs long
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10. Problem/opportunity
This section summarizes major problems the project will fix, and identify significant new opportunities of which it will take advantage
Like the INFO 503 analysis method of the same name, this helps prove there is significant motivation for the project to occur
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11. Goal
The goal gives direction and purpose to the project, summarizing how the organization will address the problems, or act on the opportunities
Don’t commit to specific time or cost goals – the scope of the project is too vague for that
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12. Objectives
The objective statements elaborate on the goal, and clarify its scope or boundaries
If you meet all the objectives, then the goal must also be met
Each objective should define an expected outcome, the rough time frame it will be done, a measure, and the action needed to meet the objective
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13. Success criteria
Imagine the project is done, and you want to prove how much the organization benefited from it
What specific measures could you make to prove the project was worthwhile?
These are your success criteria
Typical criteria are increased revenue, reduced costs, improved service, etc.
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14. Assumptions, risks, obstacles
This is an executive summary of major assumptions the project is based upon, key risks to manage, and foreseeable obstacles that will need to be overcome
Particularly focus on areas you might need help managing
More details will appear in the Project Definition Statement (PDS)
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15. POS Attachments
The POS can have attachments for more information on the project
Most common are
A risk analysis (to show more detail than given earlier), and/or
A financial analysis (such as cost-benefit analysis, feasibility studies, ROI, etc.)
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16. POS Approval
The POS is submitted to middle or upper management for approval
The expected outcome is to continue more detailed planning and analysis for the project
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17. Expand POS into PDS
The Project Definition Statement (PDS) expands on the POS in two key areas
Objectives can be more specific, and use more technical language to convey their exact intent
Assumptions, risks, obstacles can cover more details of interest to the development team
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18. Summary of Project Scope
The POS and PDS capture the key concepts needed to
Understand the basis for the project (why does it need to exist?)
Demonstrate understanding of the project risks, context, and concerns
Provide an outline of objectives the project will (hopefully) achieve
And therefore justify approval for the project to continue
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19. Work Breakdown Structure (WBS)
The WBS gives structure to the set of activities in a project
It expands on the POS by describing activities in more and more detail, until you get down to the smallest level of task you need to define for your project
The WBS is a really big ‘to-do’ list
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20. Smallest Level of Task? How big is the smallest level of task?
Depends on the size of the project, and how mature the staff are
In general, from a couple hours to a week might be the range
Near term tasks are typically defined in more detail than distant ones
In Wysocki’s terminology, ‘tasks’ make up the smallest level of ‘activity’
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21. WBS
The goal of the project should be accomplished when all tasks in the WBS are completed
When major activities are sequential, they typically appear in that order in the WBS
The Gantt chart and PERT chart (we’ll discuss later) are graphic forms of the WBS
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22. Activity Decomposition
The key to writing a good WBS is to decompose the project goal into major activities
Then keep breaking those activities down until you get to the smallest level of tasks mentioned earlier
A WBS with too much detail is time consuming to generate and follow
…not enough detail, and you miss important tasks
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23. Why Create a WBS?
The WBS helps plan out the process needed to accomplish the project
It also helps design the architecture of the project
It forms the basis for estimating the time and effort needed for the project
It establishes a baseline for reporting project status
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24. Generating a WBS There are two basic approaches to generating a WBS
Top-down
Start at the project goal, and keep breaking down activities until you get to the smallest task needed
Can use the Team approach (have everyone work on the schedule together) or
The Subteam approach (agree on level 1 activities, then have subteams tackle each activity in detail; then check for duplication and missed tasks)
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25. Generating a WBS
Bottom-up
Agree on the top level activities using the top-down approach
Then break into teams and brainstorm all the activities you think are within that overall activity
Organize the activities, and check for missed tasks and redundancies
Often the top-down approach results in a more complete draft WBS
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26. Special Case WBS’s
Small projects may want to consider tools to help generate a good WBS, such as mindmapping
Large projects may need to alter the approach to develop the top two WBS levels as a group, then establish subteams or teams to fill out the details below that
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27. Are we Done Yet? Six criteria can help determine if a WBS is complete
Measurable Status – Is each task defined in a way to help monitor its status toward completion?
Typically requires some kind of measurement to assess percent completion
Bounded – Is each task clearly bounded by start and stop events?
What event marks the start and stop of each task?
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28. Are we Done Yet?
Deliverable – Does each activity have a clearly defined deliverable?
What output should the activity produce?
Cost and Time Estimate – Is each activity defined in a way that allows a meaningful estimate of its calendar time and cost to completion?
Often software cost is largely driven by the labor cost, and hence the amount of effort needed to develop it
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29. Are we Done Yet?
Acceptable Duration Limits – Most activities should be broken down into tasks which are reasonably small
Under two weeks is the upper limit
There can be exceptions to this rule
Activity Independence – Are the activities defined to be independent of each other as much as practical?
Avoid activities that are too complex, or the other extreme, micromanaging
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30. WBS Approaches There are three major approaches to structuring a WBS
Noun-type approaches
Verb-type approaches
Organizational approaches
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31. Noun-type approaches
The noun-type approach means the WBS is structured by the physical or functional components of the project
In a client-server system, the client and server’s development could each be top level WBS activities
In assembling a car, each major subsystem could be a WBS activity (drivetrain, body, cabin, suspension, ...)
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32. Verb-type approaches
Verb-type approaches focus on the processes in the project
Most common for software development, this includes using each phase of the life cycle as a top level WBS activity – Requirements Analysis, High Level Design, Low Level Design, Coding, various kinds of Testing, etc.
Could define WBS by project objectives
Shows how close project is to completion
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33. Organizational approaches
The organizational approach groups activities by who does them
Could be based on geographic location, department, etc.
Might be good for a distributed development team, to help make it clear what each group is supposed to do
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34. Showing the WBS
The WBS can be shown as an organization chart-like structure (p. 93)
This gives an overview of all the activities
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35. Naming WBS Tasks
The tasks in a WBS (and ideally, the activities too) should start with a verb
Include tasks to plan the project, conduct the actual work of the project, make decisions, etc.
Task names might include ‘Prepare test plan,’ ‘Conduct system test,’ ‘Write test report,’ ‘Approve system release’
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36. WBS Numbering [This section isn’t part of Wysocki]
Tasks and activities are often given unique identification numbers to help do cost accounting and generate status summaries
In Microsoft Project, you can add a column called WBS which will automatically follow this numbering
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37. WBS Numbering
The goal of a WBS is to structure activities to allow for unique identification and tracking of existing activities, while being expandable to allow for new ones
The WBS numbers are a series of numbers separated by periods, used to identify tasks on a project
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38. WBS Number Format
The highest level of each major task is a “whole” number (1.0, 2.0, …)
The duration of major tasks (1.0) is the span of all tasks under it (e.g. 1.1 to 1.3)
Lower level tasks are components of their higher level task (2.1 is part of 2.0), hence a short WBS number (2.1) is a higher level task than a long WBS number (2.1.2)
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39. WBS Number Example For example
1.0 Risk Management Activities
1.1 Develop Risk Management Plan
1.2 Approve Risk Management Plan
1.3 Conduct Ongoing Risk Management
Task 1.0 is the highest level task shown; composed of tasks 1.1 to 1.3
Note that lower levels are indented
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40. WBS Numbering
Numbers above nine under one task just keep counting (e.g. 1.8, 1.9, 1.10, 1.11, …)
The WBS numbers allow new tasks to be inserted where needed, such as tasks 1.1.1, and 1.4 in the RM example, and yet uniquely identifies each task.
A WBS can use as many digits as needed (e.g )
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41. Typical Software WBS
A typical waterfall life cycle project might use a WBS that follows the life cycle phases
1.0 Do Requirements Analysis
2.0 Conduct High Level Design
3.0 Conduct Low Level Design
4.0 Conduct Coding and Unit Testing
5.0 Conduct Integration and System Testing
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42. Typical Software WBS
While that handles the development life cycle activities, often support activities will be broken out into separate WBS elements
6.0 Perform Quality Assurance
7.0 Conduct Configuration Management
8.0 Conduct Project Management
This is a hybrid of the verb and organizational WBS approaches
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43. Typical Software WBS
Then, within each of the top level WBS activities, you decide what activities and tasks are needed
Within requirements analysis, what will you do to accomplish that?
Examine legacy system documentation?
Conduct interviews?
Study similar systems?
Describe use cases?
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44. OO WBS
The top level WBS for an object oriented (OO) project might follow the Rational Unified Process life cycle phases
1.0 Conduct Inception Phase
2.0 Conduct Elaboration Phase
3.0 Conduct Construction Phase
4.0 Conduct Transition Phase
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45. OO WBS
For an OO project, you may not need separate top level WBS entries for support tasks, if they are integrated into each phase
Then each phase has iterations, and you need to determine how long they are (eventually) and what tasks happen inside each iteration
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46. OO WBS 1.0 Conduct Inception Phase 2.0 Conduct Elaboration Phase
1.1 Conduct iteration I-1
1.1.1 insert tasks for this iteration
1.1.2 insert tasks for this iteration
1.2 Conduct iteration I-2
1.2.1 insert tasks for this iteration
2.0 Conduct Elaboration Phase
2.1 Conduct iteration E-1
2.1.1 you get the idea
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47. WBS Summary
There is no one perfect correct way to generate a WBS for a given project
Many solutions could work well
It is common to blend the noun, verb, and organizational structures
Such as use the verb approach for the top level WBS, then noun or organizational for lower level elements
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