1. Project Management
Project Planning
Estimating
Scheduling

2. Project plan Define project constraints
Make initial assessment of project parameters
Define project milestones and deliverables
Incrementally apply the project management process loop

3. Loop until project completed or cancelled Draw up project schedule
Initiate activities according to schedule
Wait awhile
review project progress
revise estimates of project parameters
apply revisions to project schedule
re-negotiate project constraints and deliverables
if problems arise, initiate technical review and possible revision
until project completed or cancelled

4. Project Planning / Scheduling
Project milestones
Stage deliverables
Option Analysis
Determine organization and project specific goals
Determine project options
Map options against goal fulfilment
Convert to polar graphs

5. Option analysis Reliability Schedule Reuse Option A Option B Option C
Portability
Efficiency
Cost
Option A
Option B
Option C

6. Project scheduling Separate total work into tasks
Requirements analysis : coding : testing is 2:1:2
Work out tasks, timings and dependencies
make out activity network / activity bar chart
PERT charts
include pessimistic, likely and optimistic estimates
Show critical path (i.e. shortest time)
Staff allocation is also necessary

7. Critical Path Analysis
This is used to determine how long the project overall will take.
The activities involved in the project are defined and then sequenced.
The sequence of the activities is determined by the dependencies in the project.

8. Activity Sequencing
Involves reviewing activities and determining dependencies.
Mandatory dependencies: inherent in the nature of the work; hard logic.
Discretionary dependencies: defined by the project team; soft logic.
External dependencies: involve relationships between project and non-project activities.
You must determine dependencies in order to use critical path analysis.

9. Project Network Diagrams
Project network diagrams are the preferred technique for showing activity sequencing.
A project network diagram is a schematic display of the logical relationships among, or sequencing of, project activities.

10. Sample Network Diagram

11. Step 1 Find all of the activities that start at node 1.
Draw their finish nodes and draw arrows between node 1 and those finish nodes.
Put the activity letter or name and duration estimate on the associated arrow.

12. Step 2
Continuing drawing the network diagram, working from left to right.
Look for bursts and merges.
Bursts occur when a single node is followed by two or more activities.
A merge occurs when two or more nodes precede a single node.

13. Steps 3 and 4
Step 3.
Continue drawing the project network diagram until all activities are included on the diagram that have dependencies.
Step 4.
As a rule of thumb, all arrowheads should face toward the right, and no arrows should cross on the network diagram.

14. Example – Make a cup of tea
Activities:
Get a cup.
Fill the kettle.
Pour the tea.
Put a teabag in the teapot.
These activities are in the wrong sequence, because, we cannot pour the tea until the teabag and the boiling water have been in the pot for a couple of minutes.

15. All activities? Not all activities are documented:
Get a cup.
Fill the kettle.
Pour the tea.
Put a teabag in the teapot.
We need to get a teapot and milk.
We need to boil the kettle.
We need to allow the tea to draw.

16. Sequencing the activities
1. Fill the kettle.(20 sec).
2. Put the kettle on to boil (2 sec).
3. Get a teapot (7 sec).
4. Get a cup (4 sec).
5. Get milk (10 sec).
6. Get teabags(3 sec).
7. Put boiling water and teabag into the teapot (15 sec).
8. Pour the tea(3 sec).

17. Sequencing the activities
8 cannot be done until all of the other things have been done.
4 and 5 can be done any time before 8.
6 must be done before 7.
1 must be done before 2.
2 must be done before 7.
3 must be done before 7.

18. Network path 1 2 4 3 5 7 6 8 Start 20 sec 15 sec 7 sec 2 sec 10 sec

19. Critical Path Method (CPM)
CPM is a project network analysis technique used to predict total project duration.
A critical path for a project is the series of activities that determines the earliest time by which the project can be completed.
The critical path is the longest path through the network diagram and has the least amount of slack or float.

20. Finding the Critical Path
First develop a good project network diagram.
Add the durations for all activities on each path through the project network diagram.
The longest path is the critical path.

21. Simple Example of Determining the Critical Path
Consider the following project network diagram. Assume all times are in days.
a. How many paths are on this network diagram?
b. How long is each path?
c. Which is the critical path?
d. What is the shortest amount of time needed to complete this project?
a. How many paths are on this network diagram?
b. How long is each path?
c. Which is the critical path?
d. What is the shortest amount of time needed to complete this project?

22. More on the Critical Path
If one or more activities on the critical path takes longer than planned, the whole project schedule will slip unless corrective action is taken.
Misconceptions:
The critical path is not the one with all the critical activities; it only accounts for time.
There can be more than one critical path if the lengths of two or more paths are the same.
The critical path can change as the project progresses.

23. Critical Path

24. Software Cost Estimation
Hardware costs
Travel and training costs
Effort costs
can be calculated by
Algorithmic cost modelling
Expert judgement
Estimation by analogy
Parkinson’s Law (whatever is there will be spent)
Pricing to win
Top-down estimation
Bottom-up estimation

25. Algorithmic cost modelling
highly parameterised algorithms
were originally based on no of lines of code
now based on Function point analysis
External inputs and outputs
User interactions
External interfaces
Files used by the system