slide 1 project management chapter 4. slide 2 objectives ■ become familiar with estimation. ■ be...
TRANSCRIPT
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Slide 1
Project Management
Chapter 4
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Slide 2
Objectives■ Become familiar with estimation.■ Be able to create a project workplan.■ Become familiar with how to staff a project.■ Understand how computer-aided software
engineering, improve the efficiency of a project.
■ Understand how to reduce risk on a project.
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Slide 3
Key Definitions
Project management – planning and controlling the development of a system
specified timeframe minimum cost right functionality.
Project Manager – managing the many tasks and roles that need to be carefully coordinated.
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Four key steps
Identify project sizeCreate and manage workplanStaff projectCoordinate project activities
Slide 4
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Estimation
Estimation involves assigning projected values for time and effortPerformed manually or using software packageNumbers come from experience with industry standards and past projectsSlide 5
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Slide 6
Estimating a Project Based on Industry Information
Planning Analysis Design Implementation
IndustryStandardFor Web 15% 20% 35% 30%Applications
TimeRequired 4 5.33 9.33 8in PersonMonths
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Slide 7
Estimation Trade-offs
SizeFunction pointsLines of code
CostPerson-monthsPeople available
TimeMonths
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Slide 8
Getting the Right Numbers for Estimation
Prior projectsPast experienceIndustry standards
Detailed analysis
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Slide 9
Function Point ApproachEstimate System Size
A function point is a measure of program size that is based on the system’s number and complexity of inputs, outputs, queries, files, and program interfaces
Estimate effort requiredPerson Months
Estimate time requiredMonths to complete
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Slide 10
Time Estimation Using a More Complex Approach
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Slide 11
CREATING THE WORK PLAN
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Slide 12
Developing a WorkPlan
Identify tasks in the projectEstimate task lengthDetermine task dependenciesSpecify to whom task will be assignedList deliverables
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Slide 13
A Workplan Example
Work Plan Information Example
Name of task Perform economic feasibilityStart date ` Jan 05, 2001Completion date Jan 19, 2001Person assigned Mary Smith, sponsorDeliverable(s) Cost-benefit analysisCompletion status OpenPriority HighResources needed SpreadsheetEstimated time 16 hoursActual time 14.5 hours
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Slide 14
Identifying Tasks
Top-down approachIdentify highest level tasks as phases in the projectBreak them into increasingly smaller units
MethodologyUsing standard list of tasksSimilar to previous projects
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Slide 15
Top Down Task Identification
PhasesPhases with
high level steps
Work Plan Deliverables Estimated Assignedhours To
****
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Slide 16
Work Breakdown Structure
Specify high level tasks
Break down each step into smaller tasks and number them in a hierarchical fashion
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Slide 17
WBS: Implement new IT training class
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Slide 18
STAFFING THE PROJECT
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Slide 19
Key Definitions
The staffing plan describes the kinds of people working on the projectThe project charter describes the project’s objectives and rulesA functional lead manages a group of analystsA technical lead oversees progress of programmers and technical staff members
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Key staffing activities
How many people needed?Match people’s skills with project needsMotivate people to meet objectivesMinimize conflict
Slide 20
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Slide 21
Staffing Attributes
Staffing levels will change over a project’s lifetimeAdding staff may add more overhead than additional laborUsing teams of 8-10 reporting in a hierarchical structure can reduce complexity
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Slide 22
Increasing Complexity with Larger Teams
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Slide 23
Possible Reporting Structure
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Slide 24
Motivation
Use monetary rewards cautiouslyUse intrinsic rewards
RecognitionAchievementThe work itselfResponsibilityAdvancementChance to learn new skills
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Slide 25
Conflict Avoidance Strategies
Clearly define roles and project plansHold individuals accountableProject charter listing norms and groundrulesDevelop schedule commitments ahead of timeForecast other priorities and their possible impact on the project
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Slide 26
CONTROLLING AND DIRECTING THE PROJECT
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Workplan
Two visual ways of managing the workplan
Gantt ChartPERT Chart
Use tools like VISIO or Microsoft Project
Slide 27
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Slide 28
Gantt Chart
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Slide 29
PERT Charts
Project Evaluation and Review Technique (PERT)PERT uses three time estimates:
Optimistic, OMost likely, MPessimistic, P
Time Estimate = (O + 4 * M + P) / 6
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Slide 30
Pert Chart
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CASE Tools
Slide 31
Computer-Aided Software Engineering toolsUpper CASE
Used during analysis phaseCreate system diagramsStore system component info
Lower CASEDiagrams and code for database tables and system functionality
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Slide 32
Standards
ExamplesFormal rules for naming filesForms indicating goals reachedProgramming guidelines
Can you think of more examples?
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Slide 33
Documentation
Project binderTable of contentsContinual updating
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Slide 34
Managing Scope
Scope creep -- a major cause of development problems
PrototypingFormal change approvalCharging for changes
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Slide 35
Managing Risk
Risk assessmentActions to reduce riskRevised assessment
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Slide 36
Classic Mistakes
Overly optimistic scheduleFailing to monitor scheduleFailing to update scheduleAdding people to a late project
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Slide 37
Summary
Project management is critical to successful development of new systemsProject management involves planning, controlling and reporting on time, labor, and costs.
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Slide 38
Expanding the Domain
For more detail on project management, visit the project management institute and its special interest group on information systems:
www.pmi.orgwww.pmi-issig.org