Transcript COMP 145 - Computer Science

Project Management
Organization
Scheduling
31 January
Project management
ORGANIZATION
Organization
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Needed to control communications cost
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Channel of communications costs about 2 hours
per week
Optimal number 3-7
Organization structures
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Hierarchical
Peer
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Subteam
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Requires leader of team or aspects
Requires gatekeeper
Matrix
What can you tell from an
organization?
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The formal structure
NOT the informal working mode
Project management
SCHEDULING
How to Build a Schedule
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Identify the component parts
Identify the dependencies
Estimate
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Really just another word for guess
Prefer educated guess
Lay out assignments and time frames
Project Plan for this project
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Use simple Excel spreadsheet (or
equivalent)
Deliverable/Milestone
project web site
architecture
project plan
initial user interface
contract
Responsible
Sam
Jane (all)
Harry
Sam
Jane
Due
20-Jan
8-Feb
10-Feb
13-Feb
20-Feb
Revision 1 Delivered
15-Feb
15-Feb
15-Feb
15-Feb
20-Jan
23-Feb
16-Feb
18-Feb
18-Feb
What you should be able to
tell from your project plan
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What is Joe working on this week?
Who can help me if I run into trouble?
If I have to choose an activity to be
late, which one will impact the project
more?
Tools to Help
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Product description
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Work breakdown
Product flow
PERT charts
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Clear statement of what you are building
Program Evaluation and Review Technique
Gantt charts
Work Breakdown Structure
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Need to break down the tasks into
component parts and tasks
Level of detail important
Lacks any time component
Work Breakdown
Graphical WBS
Product Flow
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Identify sequences and dependencies
Distinguish new from existing
components
Product Flow
PERT Charts
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Critical path analysis or method
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Developed by Navy in 1958
Three stages:
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Program Evaluation and Review Technique
Also known as activity networks
Planning (tasks and sequence)
Scheduling (start and finish times)
Analysis (float and revisions)
Two different models
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Activities are nodes (most common) or arcs
Pert Chart Activity Box
Pert Charts
CPM: Critical Path Method
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Alternative to PERT
Dupont 1957
Graphical view of project
Predicts time required to complete
Shows which activities are critical to
maintaining the schedule
Planning: PERT and CPM
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2.
3.
4.
5.
6.
Identify the specific
activities and milestones.
Determine the proper
sequence of the activities.
Construct a network
diagram.
Estimate the time required
for each activity.
Determine the critical
path.
Update the PERT chart as
the project progresses.
1.
2.
3.
4.
5.
6.
Specify the individual
activities.
Determine the sequence of
those activities.
Draw a network diagram.
Estimate the completion
time for each activity.
Identify the critical path
(longest path through the
network)
Update the CPM diagram as
the project progresses.
Gantt Charts
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Milestone charts
Invented by Harvey Gantt in 1916
Advantages
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Less detailed
Amenable to management overlays
Gantt Chart
Gantt Chart with Overlays
Scheduling Steps and Tools
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Put together minimal solution
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Start with external commitments
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Work breakdown structure
Product Flow
PERT Chart, Gantt chart
Focus on the risks
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Product descriptions
Milestones (contract)
Introduce internal milestones
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Primary requirements
Risks (contract)
Add next level of features where possible
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Secondary requirements
Software Sources
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Open source tools:
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dmoz.org/Computers/Software/Project_Management/Open_Source/
Reviews and Inspections
Reviews and Inspections
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Why?
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Developer can’t correct unseen errors
More eyes to catch problems
Earlier is cheaper
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Integration fix typically 3-10 times the cost at design
Difference in terms
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Review implies completed work, often reviewed by
someone at a different level
Inspection implies peer review of work in progress
Inspections
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Introduced by Michael Fagin in 76 (IBM
Systems Journal)
Formalized process
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Specific roles and steps
Heavy preparation and follow-up
Used for documents and code
Will you review or inspect?
What will you review or inspect?
How will you review or inspect?