Slide 1 Project Management Chapter 3 Alan Dennis, Barbara Wixom, and David Tegarden John Wiley &...

Slide 1

Project ManagementProject ManagementChapter 3Chapter 3

Alan Dennis, Barbara Wixom, and David Tegarden

John Wiley & Sons, Inc.

Slides by Fred NiedermanEdit by Solomon Negash

Slide 2

Key Definitions

Project management is the process of planning and controlling the development of a system within a specified timeframe at a minimum cost with the right functionality.A project manager has the primary responsibility for managing the hundreds of tasks and roles that need to be carefully coordinated.

Slide 3

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

Slide 4

Identifying Tasks

Top-down approachIdentify highest level tasksBreak them into increasingly smaller units

MethodologyUsing standard list of tasks

Slide 5

Top Down Task Identification

PhasesPhases with

high level steps

Work Plan Deliverables Estimated Actual Assignedhours hours To

****

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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Time Estimation Using a More Complex Approach

Slide 8

Estimation Trade-offs

SizeFunction pointsLines of code

EffortPerson-months

TimeMonths

Slide 9

Getting the Right Numbers for Estimation

Prior projectsPast experienceIndustry standards

Detailed analysis

Slide 10

Function Point Estimation-- Step One

Complexity

Description Low Medium High Total

Inputs __x 3 __x 4 __x 6 ____

Outputs __x 4 __x 5 __x 7 ____

Queries __x 3 __x 4 __x 6 ____

Files __x 7 __x 10 __x 15 ____

Program __x 5 __x 7 __x 10 ____Interfaces

TOTAL UNADJUSTED FUNCTION POINTS ____

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Function Points Estimation-- Step Two

Scale of 1 to 5

Data Communications _____Heavy Use Configuration _____Transaction Rate _____End-User efficiency _____Complex Processing _____Installation Ease _____Multiple sites _____Performance _____Distributed functions _____On-line data entry _____On-line update _____Reusability _____Operational Ease _____Extensibility _____

Project Complexity (PC) _____

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Function Point Estimation -- Step 3

Processing Complexity (PC): ________(From Step 2)

Adjusted Processing Complexity (PCA) = 0.65 + (0.001 * ____ )

Total Adjusted Function Points: _____ * ____ = (TUFP -- From Step 1)

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Function Points Estimation-- Step Four

Adjusted Project Complexity

= .065 + (0.01 * Project Complexity)

Total Adjusted Function Points

=

Adjusted Project Complexity * TUFP

Slide 14

Converting Function Points to Lines of Code

Source: Capers Jones, Software Productivity Research

Language LOC/Function Code Point

CCOBOLJAVAC++Turbo PascalVisual BasicPowerBuilderHTMLPackages (e.g., Access, Excel)

130110 55 50 50 30 15 1510-40

Slide 15

Your Turn

It takes time and effort to produce even rough estimates of the function points for a given project

What would you need to make it worthwhile?

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Estimating Effort

Function of size and production rateCOCOMO model

Slide 17

COCOMO Estimation Calculation

Effort = 1.4 * thousands-of-(in Person- lines-of-codeMonths)

Example:

If LOC = 2000 Then...Effort = (1.4 * 2000) = 28

Person Months

Slide 18

Estimating Schedule Time

Rule of thumb for estimation

Schedule Time (months)

=

3.0 * person-months1/3

Slide 19

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

Slide 20

Increasing Complexity with Larger Teams

Slide 21

Your Turn

How do you know how many people to assign to a project?

How do you know what special skills will be needed for completion of the project?

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Timeboxing

Fixed deadlineReduced functionality, if necessaryFewer “finishing touches”

Slide 23

Timeboxing Steps

Set delivery dateDeadline should not be impossibleShould be set by development group

Prioritize features by importanceBuild the system corePostpone unfinished functionalityDeliver the system with core functionalityRepeat steps 3-5 to add refinements and enhancements

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Staffing Projects

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

Slide 25

Motivation

Use monetary rewards cautiouslyUse intrinsic rewards

RecognitionAchievementThe work itselfResponsibilityAdvancementChance to learn new skills

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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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CONTROLLING AND DIRECTING THE PROJECT

Slide 28

The Hurricane Model

Project StageTime

Slide 29

Margins of Error in Cost and Time Estimates

Typical margins of Error for

Well-done Estimates

Phase Deliverable Cost (%)time (%)

Planning System Request 400 60Project Plan 100 25

Analysis System Proposal 5015

Design System Specification 25 10

Source: Boehm et al. (1995)

Slide 30

Tracking Tasks Using Gantt Chart

Go to Library

Go to Bookstore

Select and Purchase Book

Skim Book

Write Phase One

Read Book Carefully

Write Phase Two

Action Week 2 3 4 5 6 7 8 9 10 11 12 13

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CASE Tools

Initiation Analysis Design Implementation

Upper CASE Lower CASE

Integrated CASE (I-CASE)

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Procedural MetadataLogic

Diagrams ScreenDesigns

CASE Repository

CASE Components

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Standards

ExamplesFormal rules for naming filesForms indicating goals reachedProgramming guidelines

Can you think of more examples?

Slide 34

Documentation

Project binderTable of contentsContinual updating

Slide 35

Managing Scope

Scope creep -- a major cause of development problems

JAD and prototypingFormal change approvalCharging for changes

Slide 36

Managing Risk

Risk assessmentActions to reduce riskRevised assessment

Slide 37

Classic Mistakes

Overly optimistic scheduleFailing to monitor scheduleFailing to update scheduleAdding people to a late project

Slide 38

Summary

Project management is critical to successful development of new systemsProject management involves planning, controlling and reporting on time, labor, and costs.

Slide 39

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