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Chapter Objectives
2
Explain project planning, scheduling, monitoring,
and reporting
Describe work breakdown structures, task
patterns, and critical path analysis
Explain techniques for estimating task completion
times and costs
Chapter Objectives
3
Describe various scheduling tools, including
Gantt charts and PERT/CPM charts
Analyze task dependencies, durations, start
dates, and end dates
Describe project management software and how
it can assist you in project planning, estimating,
scheduling, monitoring, and reporting
Chapter Objectives
4
Discuss the importance of project risk
management
Understand why projects sometimes fail
Introduction
5
You will learn about project planning, estimating,
scheduling, monitoring, reporting, and the use of
project management software
You also will learn how to control and manage
project changes as they occur
Overview of Project Management
6
Project Management
A successful project must be completed on time,
within budget, and deliver a quality product that
satisfies users and meets requirements
Project manager or project leader
Project coordinator
Overview of Project Management
7
What Does a Project Manager Do?
Project manager, project leader
Project planning
Project scheduling
Project monitoring and controlling
Project reporting
Project management
Organizing, planning and
scheduling software projects
Concerned with activities
involved in ensuring that
software is delivered on time
and on schedule and in
accordance with the
requirements of the
organizations developing
and procuring the software
Software engineering is an economic
activity it is subject to economic,
non-technical constraints.
Well-managed projects sometimes
fail. Badly managed projects
inevitably fail.
Why manage projects?
Proposal writing
Project planning
Estimation (Scheduling and Costing)
Project monitoring and control
Personnel selection and evaluation
Report writing and presentations
Management activities
Contains
the objectives of the project
the methodology or process (activities, milestones and deliverables)
the schedule and cost estimates
The client decides whether to award the project to your team based on the quality of the proposal
Proposal
Project planning
Probably the most time-consuming
project management activity
Continuous activity from initial
concept through to system delivery
Plans must be regularly revised as
new information becomes available
Establish and maintain plans that
define project activities
Things to consider in planning
project
schedule
project personnel/ project team
cost estimates
Project plan
Project Planning Process Area
Establish estimates
Estimates of project planning parameters are established and maintained
Develop a project plan
A project plan is established and maintained as the basis for managing the project
Obtain commitment to the plan
Commitments to the project plan are established and maintained
Meeting commitments
Commitment – a pact that is freely assumed, visible, and expected to be kept by all parties (stakeholders)
Commitment is necessary to achieve plans
Feasible commitments are made when plans are realistic
Commitment is a process
Types of project plan
Plan Description
Quali ty plan Describes the qual i ty procedures ands tandards that w il l be used in a project .
Validation plan Describes the approach, resources andschedule used for sys tem val idation.
Configurationmanagement plan
Describes the configurat ion managementprocedures and s tructures to be used.
Maintenance plan P redicts the maintenance requi rements ofthe sys tem, maintenance cost s and effortrequi red.
Staff development plan. Describes how the ski ll s and experience ofthe project team members wi l l bedeveloped.
Introduction
Describes the objectives of the projects and the
constraints
Project Organization
Describes the people involved and their roles
Describes the organization of the team
Risk Analysis
Possible project risks, risk exposure, and the risk
reduction and elimination strategies
Hardware and Software Resource Requirements
Estimates of the price and delivery schedule should be included if need to be acquired
Project plan structure
Work breakdown
Breakdown of the project into activities
Identifies the milestones and deliverables associated with each activity
Project schedule
Dependencies between activities
Estimated time required to reach each milestone
Allocation of people to activities
Monitoring and reporting mechanisms
Management reports which should be produced, when these should be produced and the project monitoring mechanisms used
Project plan structure
Software development
is a process of
gradual refinement…
the same is true for software
estimation
Software Estimation
Accurate estimation can be done if you have a
detailed understanding of what the customer wants
Software
engineercustomer
Example questions that
contribute to uncertainty
Does the customer want this feature?
Does the customer want the cheap or expensive implementation of this feature?
If cheaper version is implemented, will the customer later want the expensive version?
How long will it take to debug and correct mistakes on this feature?
How long will it take to integrate this feature to the other features?
Estimation vs. Control
Mismatch between the desired
feature and the available resources
Solution:
Customers must bend on their
ideas about the product; or
Customers must adjust the
resources they are willing to
commit
Estimation vs. Control
Build to budget
Developers are given flexibility on the
product features
Have control on cost and schedule
Guidelines
Including a feature vs. leaving it out
Implementing better feature vs.
implementing feature that costs less
Cooperate with the
customer
Inform your customer about the parts of the project where you can give estimates
Inform them when you will have better estimates
Map out the whole set of estimates you intend to provide
Offer the Build to Budget
customer should understand the trade-offs of the approach
If customer still insists on precise estimates that you cannot provide
Explain why you cannot give it to them yet
Make it clear that you want to cooperate
Step 1: Create a Work Breakdown
Structure
27
Work breakdown structure (WBS)
What is a Gantt Chart?
Task group
Can present an overview of the project’s status, but
does not provide detailed information that is
necessary when managing a complex project
Step 1: Create a Work Breakdown
Structure
28
What is a PERT/CPM Chart?
The Program Evaluation Review Technique (PERT)
Critical Path Method (CPM)
The distinction between the two methods has
disappeared over time
Bottom up techniques because it analyzes a large,
complex project as a series of individual tasks.
Know the tasks, their durations and the order in
order to calculate the time that it will take to
complete the project. to
Step 1: Create a Work Breakdown
Structure
29
PERT/CPM Chart ?
PERT/CPM is called a bottom-up technique
Project tasks
Once you know the tasks, their duration, and the
order in which they must be performed, you can
calculate the time that it will take to complete the
project
Gantt Chart
Step 1: Create a Work Breakdown
Structure
30
Which Type of Chart is Better?
Although a Gantt chart offers a valuable snapshot
view of the project, PERT charts are more useful for
scheduling, monitoring, and controlling the actual
work
PERT and Gantt charts are not mutually exclusive
techniques, and project managers often use both
methods
Step 1: Create a Work Breakdown
Structure
31
Identifying Tasks in a Work Breakdown Structure
Task or activity
Event or milestone
Break the project down into smaller tasks, creating
a work breakdown structure
Step 1: Create a Work Breakdown
Structure
32
Identifying Tasks in a
Work Breakdown
Structure Listing the tasks
Can be challenging,
because the tasks might
be embedded in a
document
Create a table with
columns for task
number, description,
duration, and
predecessor tasks
Step 1: Create a Work Breakdown
Structure
33
Identifying Tasks in a Work Breakdown Structure
Estimating Task Duration
Person-days
Best-case estimate (B)
Probable-case estimate (P)
Step 1: Create a Work Breakdown
Structure
34
Identifying Tasks in a Work Breakdown Structure A WBS must clearly identify each task and include
an estimated duration
A task, or activity is any work tat has a beginning and an end and requires the use of company resources such as people, time and money. Tasks are conducting interviews, designing a report selecting software, delivery of equipment, training users.
Tasks are basic units of work that the projects manager plans, schedules and monitors.
Estimating Task Duration Worst-case estimate (W)
Weight
Step 1: Create a Work Breakdown
Structure
35
Identifying Tasks in a Work Breakdown
Structure
Factors Affecting Duration
Project size and scope
Human resources
Experience with similar project
constraints
Step 1: Create a Work Breakdown
Structure
36
Displaying the Work Breakdown Structure
If you are managing a complex project with many
tasks, you can use task groups, just as you would in
a Gantt chart, to simplify the list
Step 2: Identify Task Patterns
37
Task pattern
What are Task Patterns?
Large or small, tasks depend on each other and
must be performed in a sequence, not unlike the
commands in a software program
Task patterns can involve dependent tasks, multiple
successor tasks, and multiple predecessor tasks
Step 2: Identify Task Patterns
39
What are the Main Types of Task Patterns?
Dependent Tasks
Multiple successor tasks
Concurrent task
Predecessor task
Successor task
Multiple Predecessor Tasks
Step 2: Identify Task Patterns
40
How Do I Identify Task Patterns?
You can identify task patterns by looking carefully at
the wording of the task statement
Words like then, when, or and are action words that
signal a sequence of events
How Do I Work With Complex Task Patterns?
When various task patterns combine, you must
study the facts carefully in order to understand the
logical sequence
Step 2: Identify Task Patterns
41
How Do I Work With Complex Task Patterns?
Consider the following three fact statements and the
task patterns they represent
Dependent tasks
Dependent tasks and multiple successor tasks
Dependent tasks, multiple successor tasks, and
multiple predecessor tasks
Step 3: Calculate the Critical Path
42
What Is a Critical Path?
A series of tasks which if delayed would affect
the completion date of the overall project.
if any task on the critical path falls behind
schedule, the entire project will be delayed.
Step 3: Calculate the Critical
Path
43
How Do I Calculate the Critical Path?
First, you should review the task patterns
The next step is to determine start and finish dates,
which will determine the critical path for the project
Slack time - is the amount of time that the task
could be late without pushing back the completion
date of the entire project
Project Management Example
44
Task No Description Duration (days) Predecessor
Task
1 Develop Plan 1 -
2 Assign tasks 4 1
3 Obtain Hardware 17 1
4 Programming 70 2
5 Install Hardware 10 3
6 Program Test 30 4
7 Write User Manual 25 5
8 Convert Files 20 5
9 System Test 25 6
10 User Training 20 7, 8
11 User test 25 9, 10
Project Monitoring and Control
45
Monitoring and Control Techniques
The project manager must keep track of tasks and progress of team members, compare actual progress with the project plan, verify the completion of project milestones, and set standards and ensure that they are followed
Structured walkthrough
Called design reviews, code reviews, or testing reviews
Project Monitoring and Control
46
Maintaining a Schedule
Maintaining a project schedule can be a challenging task
The better the original plan, the easier it will be to control the project
If enough milestones and frequent checkpoints exist, problems will be detected rapidly
Project managers often spend most of their time tracking the tasks along the critical path
Reporting
48
Project Status Reports A project manager must report regularly to his or
her immediate supervisor, upper management, and users
Should explain what you are doing to handle and monitor the problem
Most managers recognize that problems do occur on most projects; it is better to alert management sooner rather than later
Project Management Examples
49
PERT/CPM Example
You construct a PERT/CPM chart from this task list
in a two-step process
Step 1: Create the work breakdown structure
Step 2: Enter start and finish times
Project Management Examples
50
Software-Driven
Example
Open Workbench
Open-source software
When you use project
management
software, you follow
the same step-by-step
process to develop a
WBS and create
various types of
charts
Project Management Examples
51
Software-Driven Example Work breakdown structure
Gantt chart
Network diagram
Project planning is a dynamic task and involves constant change
Risk Management
52
Every IT project involves risks that systems analysts and project managers must address
Risk management
Steps in Risk Management Develop risk
management plan
Identify the risks Risk identification
Risk Management
53
Steps in Risk Management (continued)
Analyze the risks
Qualitative risk analysis – evaluates each risk by estimating the probability that it will occur and the degree of impact.
Quantitative risk analysis – purpose of QRA is to understand the actual impact in terms of dollars, time, project scope or quality. (What if analysis)
Create a risk response plan
Monitor risks
Risk Response plan
54
Is a proactive effort to anticipate a risk and
describe an action plan to deal with it.
An effective risk response plan can reduce the
overall impact by triggering timely and appropriate
action.
Monitor risk – this activity is on going throughout
the risk management process. It is important to
conduct a continouos tracking process that can
identify new risks, notice changes in existing
risks, and update any other areas of the risk
management plan
Risk Management
55
Risk Management Software Most project management software includes
powerful features
The IT team can make a recommendation regarding the risks
Depending on the nature and magnitude of the risk, the final decision might be made by management
Managing for Success
56
Business Issues
The major objective of every system is to provide a
solution to a business problem or opportunity
A system that falls short of business needs also
produces problems for users and reduces employee
morale and productivity
Managing for Success
57
Budget Issues
Cost overruns typically result from one or more of
the following:
Unrealistic estimates
Failure to develop an accurate forecast that considers all
costs over the life of the project
Poor monitoring of progress and slow response to early
warning signs of problems
Managing for Success
58
Budget Issues
Cost overruns typically result from one or more of
the following:
Schedule delays due to factors that were not foreseen
Human resource issues, including turnover, inadequate
training, and motivation
Managing for Success
59
Schedule Issues
Problems with timetables and project milestones
can indicate a failure to recognize task
dependencies, confusion between effort and
progress, poor monitoring and control methods,
personality conflicts among team members, or
turnover of project personnel
The Bottom Line
60
When problems occur,
the project manager’s
ability to handle the
situation becomes the
critical factor
The Bottom Line
61
Sometimes, when a project experiences delays or
cost overruns, the system still can be delivered
on time and within budget if several less critical
requirements are trimmed
Brooks’ Law
Systems Development
Guidelines
62
Develop a project plan
Involve users and listen carefully to them
Use project management tools to identify tasks
and milestones
Develop accurate cost and benefit information
Remain flexible
Trivia: What do people mean by
estimates?
An estimate is the most optimistic
prediction that has a non-zero
probability of coming true
Accepting this definition leads
irrevocably toward a method called
what’s-the-earliest-date-by-which-you-
can’t-prove-you-won’t-be-finished
estimating- Tom DeMarco
Project scheduling
Split project into tasks
Estimate time and resources required to complete each task
Organize tasks concurrently to make optimal use of workforce
Minimize task dependencies to avoid delays caused by one task waiting for another to complete
Dependent on project managers’ intuition and experience
Scheduling problems
Estimating the difficulty of problems and the cost of
developing a solution is hard
Productivity is not proportional to the number of
people working on a task
Adding people to a late project makes it later
because of communication overheads Mythical
Man-Month
The unexpected always happens. Always allow
contingency in planning
Recalibration
Example
given 6 month
schedule
first milestone in 4
weeks
it took 5 weeks to
meet the first
milestone
How to recalibrate
the schedule?
Recalibration
Assume you can
catch up later in
the schedule
Add the week
to the total
schedule
Multiply the
whole
schedule by the
magnitude of slip
Handling schedule pressure
Schedule pressure can
produce damaging effects
on the project
Encourages shortcuts on
specific project
Encourages fire-righting
mentality
More
schedule
pressure
More
stress
More
mistakes
More
schedule
slips
Project staffing
May not be possible to appoint the
ideal people to work on a project
Project budget may not allow for the use
of highly-paid staff
Staff with the appropriate experience may
not be available
An organization may wish to develop
employee skills on a software project
Bar charts Graphical notations used to illustrate the
project schedule
Show project breakdown into tasks. Tasks
should not be too small. They should take
about a week or two
Bar charts show schedule against calendar
time
Project Monitoring and Control
(SPI Workshop. www.DigitalFilipino.com)
Provides understanding into the project’s
progress so that appropriate corrective
actions can be taken when the project’s
performance deviates significantly from the
plan
CMM Project Monitoring and Control
Process Areas
Monitor project against plan
Actual performance and progress of the project
are monitored against the project plan
Manage correction action to closure
Corrective actions are managed to closure when
the project’s performance or results deviate
significantly from the plan
(SPI Workshop. www.DigitalFilipino.com)
Manage to a plan Progress must be tracked against plans and
specifications, including Product size
Product effort, cost, and schedule
Activities
Risks
Mechanisms to track progress against plans Internal reviews
Formal reviews with the customer
(SPI Workshop. www.DigitalFilipino.com)
Taking corrective action
If and when discrepancies between plans and
actual progress occur, a judgment must be
made about whether to:
Change the way the work is being done and/or
Adjust the plans
Archives of original and adjusted plans
should be kept
Chapter Summary
76
Project management is the process of
planning, scheduling, monitoring and
controlling, and reporting upon the
development of an information system
Project managers are responsible for project
planning, scheduling, monitoring, and
reporting
Planning, scheduling, monitoring and
reporting all take place within a larger project
development framework
Chapter Summary
77
In project scheduling, the project manager
develops a specific time for each task, based
on available resources and whether or not the
task is dependent on other predecessor tasks
Every successful information system must
support business requirements, stay within
budget, and be available on time
Sound project management involves the
same skills as any other management
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