SOFTWARE PROJECT MANAGEMENT

1. SOFTWARE PROJECT MANAGEMENT Project Time Management Dr. Ahmet TÜMAY, PMP

2. Project Time Management Project Time Managementincludestheprocessesrequiredtomanagetimelycompletion of theproject. Theplanningeffortfor time management is part of theDevelop Project Management Plan process (Section 4.3), whichproduces aschedulemanagement plan thatsetsthe format andestablishescriteriafordevelopingandcontrollingtheprojectschedule.

5. Plan Schedule Management • Establishespoliciesandproceduresforplanning, developing, managing, executingandcontrollingthe Project schedule

6. Define Activities The Activity Definition process will identify thedeliverables at the lowest level in the work breakdown structure (WBS), which iscalled the work package. Project work packages are planned (decomposed) intosmaller components called schedule activities to provide a basis for estimating,scheduling, executing, and monitoring and controlling the project work.

8. Define Activities • Process of identifyinganddocumentingthespecificactionsto be performedtoproducethe Project deliverables

9. Activity Definition Tools Decomposition; Subdividing the work packages into smaller, more manageable components, activities. This activitydefinition is oftenperformedbytheprojectteammembersresponsiblefortheworkpackage. Rolling Wave Planning;Rolling waveplanning is aform of progressiveelaborationplanningwheretheworkto beaccomplished in thenearterm is planned in detail at a lowlevel of the WBS, whilework far in thefuture is plannedfor WBS componentsthatare at a relativelyhighlevel of the WBS.

10. Activity Definition Outputs Activity List; Theactivitylistincludestheactivityidentifierand a scope of workdescriptionforeachscheduleactivity in sufficientdetailtoensurethatprojectteammembersunderstandwhatwork is requiredto be completed. Activity Attributes;Theseattributesareusedforprojectscheduledevelopmentandforselecting, ordering, andsortingtheplannedscheduleactivities in variouswayswithinreports. Milestone List; Significantpoint or event in the project. May be mandatory or optional.

11. Sequence Activities Activitysequencinginvolvesidentifyinganddocumentingthelogicalrelationshipsamongprojectactivities. Schedule activities can be logicallysequencedwithproperprecedencerelationships, as well as leadsandlagstosupportlaterdevelopment of a realisticandachievableprojectschedule.

13. Activity Sequencing Techniques .1 Precedence Diagramming Method (AON) 4 Type Dependencies FS,FF,SS,SF .2 Dependency Determination Mandatory Dependencies; hard logic, inherent in the nature of the work being done (a built prototype before test) or contractually required. Discretionary Dependencies; preferred logic, or soft logic, usually established based on knowledge of best practices within a particular application area where a specific sequence is desired, even though there are other acceptable sequences. External Dependencies; those that involve a relationship between project activities and non-project activities. .3 LeadsandLags

14. Estimate Activity Resources Estimatingscheduleactivityresourcesinvolvesdeterminingwhatresources(persons, equipment, ormateriel) andwhatquantities of eachresourcewill be used,andwheneachresourcewill be availabletoperformprojectactivities.

16. Resource Estimating Techniques Alternatives Analysis Bottom-up Estimating The resource needs of each lower, more detailed piece of work are estimated, and these estimates are then aggregated into a total quantity for each of the schedule activity’s resources. PublishedEstimating Data

17. Estimate Activity Durations Theprocess of approximating the number of work periods needed to complete individual activities with estimated resources

19. Estimate Activity Duration Inputs • Activity Resource Requirements, • Resource Calendars, • Project Scope Statement, constraints and assumptions • Available skilled resources, • Contract terms and requirements, • Existing conditions, • Availability of information, • Length of the reporting periods. • Project Risks

20. Duration Estimating Techniques • Analogous Estimating; Analogous estimating uses parameters such as duration, budget, size, weight, and complexity, from a previous, similar project, as the basis for estimating the same parameter or measure for a future project. Frequently used for the early phases of project. Less costly, fast but less accurate. • Parametric Estimating; Uses statistical relationships between historical data and other variables to calculate an estimate for activity parameters, like cost, duration • Three Point Estimates (PERT); • Reserve Analysis; Project teams can choose to incorporate additional time referred to as contingency reserves, time reserves or buffers, into the overall project schedule as recognition of schedule risk.

21. Develop Schedule An iterativeprocess of analysingactivitysequences, durations, resourcerequirementsandschedulecontraintstocreatethe Project schedule model. Model definesactivities start andfinishdates.

23. Schedule Development Techniques • Schedule Network Analysis • Critical Path Method • Schedule Compression • Crashing • Fast Tracking • What-If-Scenario Analysis • Resource Leveling

25. Control Schedule • Schedule control is the process of monitoring the status of the project and manage changes to the schedule baseline and concernedwith: • Determiningthecurrentstatus of theprojectschedule, • Influencingthefactorsthatcreateschedulechanges, • Determiningthattheprojectschedule has changed, • Managingtheactualchanges as theyoccur.

27. Control Schedule Techniques • Performance Reviews; measure compare and analyse schedule performance – EV (Earned Value Analysis, Kazanılmış Değer Analizi) • Variance Analysis • Project Management Software