prm704 lecture 9

8/19/2019 Prm704 Lecture 9

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Quick Recap

8/19/2019 Prm704 Lecture 9


SummaryGeneric WBS Elements

PROGRAM

Program

Management

Project

A

Phase/

Project

1. ProductBreakdown

Elements

2. Ser!ceBreakdown

Elements

". ResultsBreakdown

Elements

#. $rosscutt!ng

Elements

%. ProjectManagement

Elements

Phase/

Project

Ongo!ng

&ork

'eel (

Product

Structure

Grou)!ngs Ste)s *ntegrat!e+

Anal,t!cal+ or

Process

Su))ort

and

Management

'eel 1

'eel 2

8/19/2019 Prm704 Lecture 9


Lesson 3: Planning Project Work

-o)!c " eelo) a &ork Breakdown Structure

8/19/2019 Prm704 Lecture 9


eelo) a &ork Breakdown Structure 0our

Basel!ne or Project Mon!tor!ng and $ontroll!ng

8/19/2019 Prm704 Lecture 9


Outline

*n th!s lecture we ocus on

Anatom, o &ork Breakdown Structures

Developing a Work breakdown structure (WBS)

Dependencies between tasks

Scheduling

Notations for visualizing dependencies Many heuristics and ea!ples

"ow detailed should a WBS be#

"ow can you plan a long pro$ect when things are unknown o

ti!e#

8/19/2019 Prm704 Lecture 9


What is the prolem!

0our 3oss 45ow long w!ll th!s take67

0ou 4Between 1 and 8 months.7

Peo)le are not ha)), when ,ou res)ond that wa,.

0ou !gure out that !n!sh!ng an,t!me 3eore s!9 months w!ll meet

0our 3oss !gures that w!th some hard work ,ou can 3e done !n a

*n real!t,+ ,ou don;t hae the sl!ghtest clue how long !t w!ll take+ 3e

know the work to 3e done. Solut!on <se d!!de and con=uer

-o g!e a good answer ,ou hae to 3reak the work down !nto ac

,ou can get good t!m!ng est!mates

>rom these est!mates ,ou com)ute the est!mated )roject durat!o

8/19/2019 Prm704 Lecture 9


"cti#ities to otain goo$ time estimates

*dent!, the work that needs to 3e done &ork 3reakdown structure ?&BS@

*dent!, the de)endenc, 3etween work un!ts

e)endenc, Gra)h

Est!mate the durat!on o the work to 3e done

Schedule

8/19/2019 Prm704 Lecture 9


Let%s Buil$ a &ouse

&hat are the act!!t!es that are needed

to 3u!ld a house6

8/19/2019 Prm704 Lecture 9


'( )$enti*y the +ork to e $one:Work Break$o+n Structure

Sure,!ng

E9caat!on

Re=uest Perm!ts

Bu, Mater!al

'a, oundat!on

Bu!ld Outs!de &all

*nstall E9ter!or Plum3!ng

*nstall E9ter!or Electr!cal

*nstall *nter!or Plum3!ng

*nstall *nter!or Electr!cal

*nstall &all3oard Pa!nt *nter!or

*nstall *nter!or oors

*nstall >loor

*nstall Roo

*nstall E9ter!or oors Pa!nt E9ter!or

*nstall E9ter!or S!d!ng

Bu, P!a

,in$ing these acti#ities is a rainstorming acti#ity-

)t is re.uires similar acti#ities use$ $uring re.uireme

"n$ analysis /use case mo$eling(

8/19/2019 Prm704 Lecture 9


0( &ierarchically organi1e the acti#ities

Bu!ld!ng the house cons!sts o

Pre)are the 3u!ld!ng s!te Bu!ld!ng the E9ter!or Bu!ld!ng the *nter!or

Pre)ar!ng the 3u!ld!ng s!te cons!sts o Sure,!ng

E9caat!on Bu,!ng o mater!al 'a,!ng o the oundat!on Re=uest!ng )erm!ts

,in$ing this organi1ation in#ol#es categori1ation an$ re*inement- Goo$

a*ter rainstorming2 not $uring rainstorming

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3( )$enti*y $epen$encies et+een tasks

he +ork reak$o+n structure $oes not sho+ any $epen$en

acti#ities4tasks

$an we e9caate 3eore gett!ng the )erm!t6

5ow much t!me does the whole )roject need ! * know the !nd!!d

&hat can 3e done !n )arallel6

Are there an, cr!t!cal act!!t!es+ that can slow down the )roject s

5epen$encies like these are sho+n in the $epen$ency graph

odes are act!!t!es

'!nes re)resent tem)oral de)endenc!es

8/19/2019 Prm704 Lecture 9


Buil$ing a &ouse /5epen$ency Graph(

S-AR-

Re=uest

Sure,

!ng

E9caa

t!onBu,

Mater!al>ounda

t!on

Bu!ld

Outs!de

&all

*nstall

E9ter!or

Plum3!ng

*nstall

*nter!or

Plum3!ng

*nstall

E9ter!or

Electr!cal

*nstall

*nter!or

Electr!cal

*nstall

E9ter!or

S!d!ng

*nstall

&all3oard

Pa!nt

E9ter!or

*nstall

Roo!ng

*nstall

>loor!ng

Pa!nt

*nter!or

*nstall

*nter!or

oors

*nstall

E9ter!or

oors

>**S

he acti#ity

6Buy 7aterial8 must

Prece$e the acti#ity

6Lay *oun$ation8

'a,

8/19/2019 Prm704 Lecture 9


9( 7ap tasks onto time

Est!mate start!ng t!mes and durat!ons or each o the act!!t!esde)endenc, gra)h

$om)ute the longest )ath through the gra)h -h!s !s the es

durat!on o ,our )roject

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8/19/2019 Prm704 Lecture 9


&o+ $o +e get goo$ estimate times!

Est!mat!on o start!ng t!mes and durat!ons !s cruc!al or sett!ng u &e w!ll d!scuss methods and heur!st!cs on how to do !t a

esta3l!sh a )roject schedule.

5oweer+ !rst let us learn a ew more techn!cal terms

8/19/2019 Prm704 Lecture 9


5e*initions

Project

A Project has a durat!on and cons!sts o unct!ons+ act!!t!es a &ork Package

A descr!)t!on o the work to 3e accom)l!shed !n an act!!t, or

&ork Product An, tang!3le !tem that results rom a )roject unct!on+ act!!t, o

Project Basel!ne

A work )roduct that has 3een ormall, re!ewed and agreed u A )roject 3asel!nes can onl, 3e changed through a orm

)rocedure

Project el!era3le A work )roduct to 3e del!ered to the customer

8/19/2019 Prm704 Lecture 9


5e*initions: ,unctions2 "cti#ities an$ asks

Project

"cti#ity "cti#ity"cti#ity

,unction

,unction

"cti#ity "cti#ity "cti#ity

ask askask ask

" Project has a $uration an$ consists o* *unctions2 acti#ities an$ tasks

8/19/2019 Prm704 Lecture 9


8/19/2019 Prm704 Lecture 9


Project >unct!ons

Function

FunctionProject

Activity

Task Task

ActivityActivity

ActivityActivityActivity

TaskTask

5e*inition /Project( ,unction An act!!t, or set o act!!t!es thats)an the durat!on o the )roject

8/19/2019 Prm704 Lecture 9


Project ,unctions

E9am)les

Project management

$on!gurat!on Management

ocumentat!on

Fual!t, $ontrol ?er!!cat!on and al!dat!on@

-ra!n!ng

Fuest!on *s s,stem !ntegrat!on a )roject unct!on6

*t e)endsH

Ma))!ng o terms Project >unct!ons !n the *EEE 1(%C standa

)ntegral processes !n the *EEE 1(D# standard. Somet!mes also c

deelo)ment )rocesses

8/19/2019 Prm704 Lecture 9


asks

Function

Function

Project

Activity

Task

Activity Activity

Activity Activity Activity

Task TaskTask

• Smallest unit of

work subject to

management

• Small enough for

adequate planning and

tracking

• Large enough to

avoid micro

management

8/19/2019 Prm704 Lecture 9


asks

Smallest un!t o management accounta3!l!t,

Atom!c un!t o )lann!ng and track!ng

-asks hae !n!te durat!on+ need resources+ )roduce ?documents+ code@

-he descr!)t!on o a task !s done !n a &ork )ackage

ame+ descr!)t!on o work to 3e done

Precond!t!ons or start!ng+ durat!on+ re=u!red resources

Other &ork )ackages that need to 3e com)leted 3eore tstarted.

&ork )roduct to 3e )roduced+ acce)tance cr!ter!a or !t

R!sk !noled

$om)let!on cr!ter!a

*ncludes the acce)tance cr!ter!a or the work )roducts ?del!era

8/19/2019 Prm704 Lecture 9


5etermining ask Si1es

>!nd!ng the a))ro)r!ate task

s!e !s )ro3lemat!c

-odo l!sts and tem)lates

rom )re!ous )rojects

ur!ng !n!t!al )lann!ng a

task !s necessar!l, large

0ou ma, not know how to

decom)ose the )ro3lem

!nto tasks at !rst Each sotware deelo)ment

act!!t!t, !dent!!es more

tasks and mod!!es e9!st!ng

ones

-asks must 3e decom)osed!nto s!es that allow mon!tor!ng

e)ends on nature o work

and how well task !s

understood.

&ork )ackage usuall,

corres)onds to well de!nedwork ass!gnment or one

worker or a week or two.

&ork ass!gnments are also

called act!on !tems

8/19/2019 Prm704 Lecture 9


"ction )tem

Definition Action Item A task ass!gned to a person + a a toIdo+ to 3

certa!n ti!e

&hat6+ &ho6+ &hen6

5eur!st!cs or urat!on 3e done w!th!n one week or two weeks

Act!on !tems should 3e tracked 3, the )roject manager

-he, should a))ear on the meet!ng agenda !n the Status Sect!on

E9am)les o -odo;s <n!t test class >oo

eelo) )roject )lan.

E9am)le o an act!on !tem

Bo3 )osts the ne9t agenda or the conte9t team meet!ng 3eore

noon.

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"cti#ities

Major un!t o work

$ulm!nates !n major )rojectm!lestone

*nternal check)o!nt should not

3e e9ternall, !s!3le

Scheduled eent used to

measure )rogress

M!lestone oten )roduces )roject3asel!nes

ormall, re!ewed work )roduct

under change control ?change

re=u!res ormal )rocedures@

Act!!t!es ma, 3e grou)ed !nto larger act!!t!es

Esta3l!shes h!erarch!

structure or )roject ?

ste)+ ...@

Act!!t!es allow se)ar

concerns Precedence relat!ons

e9!st among act!!t!es

5 l i W k B k$ St t

8/19/2019 Prm704 Lecture 9


5e#eloping Work Break$o+n Structures

-here are seeral d!erent a))roaches to deelo) and d!s)la, a

structure. Each !s eect!e under d!erent c!rcumstances

A))roaches to 3reak act!!t!es !nto deta!l 3,

Product com)onent a))roach

E9am)les es!gn documents+ manuals+ the runn!ng s,stem

>unct!onal a))roach

Anal,s!s+ des!gn+ !m)lementat!on+ !ntegrat!on+ test!ng+ del!er,+

Geogra)h!cal area

E9am)les -<M team+ $M< team+ oIshore team+ ...

Organ!at!onal a))roach

Research+ )roduct deelo)ment+ market!ng+ sales

8/19/2019 Prm704 Lecture 9


When to use +hat approach

!str!3uted teams Geogra)h!cal area a))roach

E9)er!ence d teams Product com)onent a))roach

Project has mostl, 3eg!nners or )roject manager !s !ne9)er!ence >unct!onal a))roach

Project !s a cont!nuat!on o )re!ousl, successul )rojects+ nore=u!rements+ no new technolog,

Organ!at!onal a))roach

&hen ,ou choose an a))roach+ st!ck w!th !t to )reent )oss!3lecategor!es

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7i;ing $i**erent WBS "pproaches is a$

$ons!der the &BS or an act!!t, JPre)are re)ort4

>unct!onal a))roach &r!te drat re)ort 5ae drat re)ort re!ewed &r!te !nal re)ort

Product com)onent a))roach $ha)ter 1 $ha)ter 2

$ha)ter "

on;t tr, to m!9. &h, !s th!s 3ad6 $ha)ter 1 $ha)ter 2 $ha)ter " 5ae drat re)ort re!ewed &r!te !nal re)ort

8Prepare the *inal #ersion o* hap

can e inclu$e$ in either o* th

categories:

8hapter 3< or 8Write *inal repo

8/19/2019 Prm704 Lecture 9


&o+ $o you $e#elop a goo$ WBS!

Top down approach: Start at the highest, top level activities and systematically develo

increasing levels of detail for all activities.

Brainstorming: Generate all activities you can think of that will have to be done

group them into categories.

Which one you use depends on how familiar you and your team are with the project,

whether similar projects have successfully been performed in the

how many new methods and technologies will be used.

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he op 5o+n WBS approach

S)ec!, all act!!t!es re=u!red or the ent!re )roject to 3e !n!shed

eterm!ne all task re=u!red to com)lete each act!!t,

* necessar, s)ec!, su3Iact!!t!es re=u!red to com)lete each task

$ont!nue !n th!s wa, unt!l ,ou hae ade=uatel, deta!led ,our )roject

"pproach is goo$ i*

0ou are or ,our team !s am!l!ar w!th the )ro3lem. 0ou hae successull, managed a s!m!lar )roject !n the )ast

0ou are not !ntroduc!ng new methodolog!es+ methods or tools

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he Brainstorming WBS approach

On a s!ngle l!st+ wr!te an, act!!t!es ,ou th!nk w!ll hae to 3e )e

)roject. Bra!nstorm!ng means ,ou

on;t worr, a3out oerla) or leel o deta!l on;t d!scuss act!!t, word!ngs or other deta!ls on;t make an, judgments &r!te eer,th!ng down

-hen stud, the l!st and grou) act!!t!es !nto a ew major categorcharacter!st!cs.

* a))ro)r!ate grou) act!!t!es under a smaller num3er o tasks

$ons!der each categor, ,ou hae created and use the top-downto determ!ne an, add!t!onal act!!t!es ,ou ma, hae oerlooked.

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5isplaying Work Break$o+n Structures

-hree d!erent ormats are usuall, used

Organ!at!onIchart ormat

Eect!el, )ortra,s an oer!ew o ,our )roject and the

relat!onsh!)s o d!erent act!!t!es and tasks.

Outl!ne ormat

Su3Iact!!t!es and tasks are !ndented

Bu33le ormat

-he 3u33le !n the center re)resents ,our )roject

'!nes rom the center 3u33le lead to act!!t!es

'!nes rom act!!t!es lead to tasks

Org=hart ,ormat

8/19/2019 Prm704 Lecture 9


Pre)are Re)ort

1.( Pre)are drat re)ort

2.( Re!ew drat re)ort

".( Pre)are !nal re)ort

".1 &r!te !nal re)o

".2 Pr!nt !nal re)or

Re#ie+

5ra*t Report Prepare

Report

Re#ie+

5ra*t Report

Re#ie+

,inal Report

Pri

,inal RWrite

,inal Report

Prepare Report

Prepare

5ra*t Report

Re#ie+

5ra*t Report

Prepare

,inal Report

Write

,inal Report

Print

,inal Report

Outline ,ormat

Bule ,ormat

B t * t * $i l i WBS!

8/19/2019 Prm704 Lecture 9


Best *ormat *or $isplaying WBS!

Org=chart *ormat: Oten good or a 43!rd !ew7 o the )roject ?e9ecut!e summar!es+...@ 'ess eect!e or d!s)la,!ng large num3ers o act!!t!es

Outline *ormat: Eas!er to read and understand ! &BS conta!ns man, act!!t!es

Bule *ormat: Eect!e or su))ort!ng the 3ra!nstorm!ng )rocess ot so good or d!s)la,!ng work 3reakdown structures to aud!ences who are

)roject.

<se 3u33le ormat to deelo) the &BS+ then turn !t !nto OrgI$hart or outl!ne o )n large projects:

<se a com3!nat!on o orgIchart and outl!ne ormats !s)la, act!!t!es !n orgIchart ormat+ !s)la, su3act!!t!es and tasks !n outl!ne ormat.

& i ti * $ l i hi h lit WBS

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&euristics *or $e#eloping high .uality WBS

*nole the )eo)le who w!ll 3e do!ng the work !n the deelo)ment o the &BS

*n )art!cular !nole the deelo)ers

Re!ew and !nclude !normat!on rom work 3reakdown structures that were deelo)rojects

<se a )roject tem)late ! )oss!3le

<se more than one &BS a))roach

o )roject com)onent and unct!onal a))roach s!multaneousl,

-h!s allows ,ou oten to !dent!, oerlooked act!!t!es

Make assum)t!ons regard!ng uncerta!n act!!t!es

*dent!, r!sk, act!!t!es

-hese are oten the act!!t!es that whose t!mes are hard to est!mate

Kee) ,our current work 3reakdown structure current<)date ,our &BS regularl,

8/19/2019 Prm704 Lecture 9


&euristic: >se emplates

-r, to der!e the PMP rom a tem)late+ e!ther an e9!st!ng one or on

deelo)!ng w!th th!s )roject.

A tem)late relects the cumulat!e e9)er!ence ga!ned rom d)rojects o a )art!cular t,)e.

<s!ng tem)lates can sae ,ou t!me and !m)roe ,our accurac,

&hen deelo)!ng tem)lates+ deelo) them or re=uentl, )erormed

meet!ngs+ H@. 4$heckl!sts7

eelo) and mod!, ,our &BS tem)lates rom )re!ous )rojects rom )lans that looked good.

<se tem)lates as start!ng )o!nts+ not as end!ng )o!nts

$ont!nuall, u)date ,our tem)lates to relect the e9)er!enc

)erorm!ng d!erent )rojects.

8/19/2019 Prm704 Lecture 9


&euristic: 5e#elop al+ays more than one WBS

$ons!der to create more seeral d!erent h!erarch!es w!th d!eren

,our work 3reakdown structure.

5a!ng two or more d!erent )ers)ect!es hel)s ,ou !dent!, ac

oerlook.

Good start!ng )o!nt are the ollow!ng h!erarch!es

Ent!t,Ior!ented decom)os!t!on

Act!!t,Ior!ented decom)os!t!on

E9am)le 0ou are runn!ng ,our !rst o3jectIor!ented )roject.

eelo) a &BS 3ased on the )roject documents

eelo) a &BS 3ased on the sotware )rocess act!!t!es

WBS Base$ on Project 5ocuments

8/19/2019 Prm704 Lecture 9


WBS Base$ on Project 5ocuments/Entity=oriente$(

LLame

Project

Pro3lem

Statement

Project

AgreementRA

I &r!te *ntroduct!on

I &r!te Re=u!rementsI &r!te $onstra!nts

I ...

I &r!te *ntroduct!on

I escr!3e >unct!onalModel

I escr!3e O3ject

Model

I escr!3e ,nam!c

Model

...

I &r!te Re=u!rements

I &r!te $onstra!ntsI &r!te Acce)tance

$r!ter!a

I Prom!se del!er, date

S

I &r!te es!gn

I &r!te 5ardwaSotware ma))

I&r!te 3oundar,

cond!t!ons

I &r!te ata

Management

I &r!te O)en *s

...

WBS Base$ on So*t+are Process

8/19/2019 Prm704 Lecture 9


WBS Base$ on So*t+are Process/"cti#ity=oriente$(

LLame

Project

Project

*n!t!at!onPlann!ng Anal,s!s

I Esta3l!sh gu!del!nes

I >ormulate

re=u!rements w!th cl!ent

I Esta3l!sh scenar!os

I &r!te )roject

agreement

I Bra!nstorm on

a))l!cat!on doma!n

o3jects

I eelo) class

d!agram

I Part!t!on o3jects !nto

3oundar,+ ent!t, and

control o3jects

I eelo) use cases

I eterm!ne &BS

I eterm!ne

de)endenc!es 3etween

tasks

I &r!te SPMP

I Ass!gn teams to

su3s,stems

I Esta3l!sh )roject

calendar

es!gn

I eelo) Mod

I &r!te code

I Present )ro3

coach

I G!e status r

I &r!te RA

I &r!te S

I &r!te O

Fuest!on &h!ch act!!t!es ment!oned !n the &BS 3ased on Project documents

!s let out !n the &BS 3ased on Sotware Process6

& i ti )$ ti* i Ri k ti iti

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&euristic: )$enti*ying Risky acti#ities

&hen ,ou !dent!, act!!t!es or a work 3reakdown structure+ ,ou cthe r!sks !n ,our )roject.

R!sks are usuall, assoc!ated w!th 4unknown !normat!on7. <nknown !normat!on comes !n two laors

A known unknown *normat!on that ,ou don;t hae 3ut someone >!nd out who has the !normat!on and determ!ne what the

?*nter!ews+ Phone calls+ tasks anal,s!s@ An unknown unknown *normat!on that ,ou don;t hae 3ecause

e9!st. eelo) cont!ngenc, )lans or each o these r!sks. -hese cont!ngenc, )lans need 3e ollowed when ,ou !nd out

does not e9!st.

&r!te these r!sks down !n SPMP sect!on "." R!sk Management

Ri k 7 t E l

8/19/2019 Prm704 Lecture 9


Risk 7anagement E;amples

R!sk Mem3ers !n ke, roles leae the )roject. %ontingency &lan#

Roles are ass!gned to some3od, else. >unct!onal!t, orenegot!ated w!th the cl!ent.

R!sk -he )roject !s all!ng 3eh!nd schedule. %ontingency &lan# E9tra )roject meet!ngs are scheduled.

R!sk -eam 1 cannot )ro!de unct!ons needed 3, team 2.

%ontingency &lan# -he l!a!sons o 3oth teams get together to sole th!s )ro3lem

R!sk -he SPO- com)uter w!ll not 3e aa!la3le. %ontingency &lan# &e w!ll use an *PAF !nstead.

8/19/2019 Prm704 Lecture 9


hoose a single WBS *ormat

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hoose a single WBS *ormat

&r!t!ng the &BS !n d!erent ormats !s good+ 3ecause !t allo

!dent!, act!!t!es that ,ou ma, hae oerlooked

5oweer+ ater ,ou !dent!, these act!!t!es add them to e!ther &

$hoose a single &BS ormat to 3e used !n the SPMP and or ,o

oth!ng conuses )eo)le ast than tr,!ng to use two d!

3reakdown structures to descr!3e the same )roject.

& 5 t il $ h l$ th WBS !

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&o+ 5etaile$ shoul$ the WBS e!

Somet!mes the act!!t!es are not clear at all+ es)ec!all, !

)rojects

<nclear re=u!rements and/or chang!ng re=u!rements

e)endenc, on technolog, ena3lers that a))ear or are )

a))ear ater )roject k!cko

S!multaneous deelo)ment o hardware and sotware ?4

eng!neer!ng7@ A )roject )lan+ es)ec!all, or an !nnoat!e sotware )roject+

address deta!ls 3e,ond " months.

Een or the !rst " months )roject act!!t!es m!ght not all 3e

or e9am)le when the re=u!rements are unclear or

!ntroduct!on o technolog, ena3lers !s e9)ected.

5oing a WBS *or Long=erm Projects

8/19/2019 Prm704 Lecture 9


5oing a WBS *or Long erm Projects

&hen deelo)!ng a work 3reakdown structure or a longIterm )rojemonths@+ !ntroduce at least two )hases

&hase ' ?" months@ Plan ,our &BS !n deta!l 5ere l!st all act!!t!es that take two weeks or less to com)lete

Phase 2, Phase 3, … (n!onths) Plan the &BS or these )hasesdeta!l

5ere l!st act!!t!es that ,ou est!mate w!ll take 3etween one and tw

At the end o )hase 1+ re!se the )hase 2 act!!t!es to the two week

" months. Mod!, an, uture act!!t!es as necessar, 3ased on the results

months work.

$ont!nue to re!se the SPMP th!s wa, throughout the )roject4eol!ng7 document@

8/19/2019 Prm704 Lecture 9


Phases and large Projects

Project!nitiation Phase

Steady State Phase !nitial Planning phase

Project"ermination Phase

Project=)nitiation Phase

8/19/2019 Prm704 Lecture 9


Project )nitiation Phase

Person N0

Act!!t!es Meet w!th cl!ent+ deelo) the scenar!os ?asI!s+ !s!onar,@ or )ro3lem statem

eelo) an !n!t!al to) leel des!gn S,stem as a set o su3s,stems. Esta3l!sh sta!ng )lan ?lat sta!ng+ ram)!ng u)@ *dent!, human resources e9!st!ng em)lo,ees+ new em)lo,ees. 5!re team mem3ers Ass!gn a su3s,stem to each team. Esta3l!sh two add!t!onal crossIunct!ona

ocumentat!on. &r!te )ro3lem statement ?w!th cl!ent and other stake holders+ !nole )roject

&r!te !n!t!al SPMP w!th &BS+ w!thout schedule+ w!thout 3udget. Get )roject )lan a))roed K!ck )roject o w!th 2 documents Pro3lem statement and SPMP

urat!on A3out # weeks

&hen6

Beore )roject k!cko

)nitial Planning Phase

8/19/2019 Prm704 Lecture 9


)nitial Planning Phase

<suall, ater )roject k!cko+ oten called 4)lann!ng )hase7

Act!!t!es o !nnoat!on management on technolog, ena3lers that m!gh

des!gn or nonunct!onal re=u!rements Re!se re=u!rements and !n!t!al des!gn ! necessar, Re!se team structure+ reass!gn team mem3ers ! necessar, Re!se &BS and de)endenc!es Esta3l!sh cost and schedul!ng !normat!on Agree w!th cl!ent on re=u!rements+ durat!on and cost o the )roje

a 4)roject agreement7+ a com)an!on document to the SPMP@ urat!on A3out 2 weeks t!me.

&hen6 Parallel to 4re=u!rements el!c!tat!on )hase7

Project ermination Phase

8/19/2019 Prm704 Lecture 9


Project=ermination Phase

o a )rojectIre!ew 4&hat went r!ght+ what went wrong7

also oten called 4)roject )ostImortem re!ew7 Based on !n)ut rom the )ostImortem sess!on

Re!se ,our sotware )rocess+ !dent!, !n )art!cular an, new ac

that ha))ened !n the )roject

Re!se ,our )roject k!cko act!!t!es

Re!se the SPMP tem)late ?to 3e reused or ,our ne9t )roject@

Summary

8/19/2019 Prm704 Lecture 9


Summary

Work Breakdown Structure (WBS): Set

of activities to do #$use cases%& Dependency Graph: !denti'cation ofdependency relationships betweenactivities identi'ed in the W(S

Schedule: )ependency graph decoratedwith time estimates for each activity

prm704 lecture 9

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