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Project planning

Reasons For Planning. Target VerificationResource PlanningCommitmentBasis for What-if"Enforces Pre-thinkingStep in DelegationBasis for Control. Starting to plan. . Objectives / quality constraints. Time constraints. Cost andresource constraints. Project Activities Work breakdown with cle

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Project planning

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    1. Project planning Ian Allison

    2. Reasons For Planning Target Verification Resource Planning Commitment Basis for “What-if” Enforces Pre-thinking Step in Delegation Basis for Control

    3. Starting to plan

    4. Project Activities Work breakdown with clear deliverables Dependancies Resource Estimates Ł - persondays - Mb Activity Schedules Risk Analysis Quality Plan Elements Of A Plan

    5. Planning to achieve the goal Meets the project’s objectives

    6. Achieving the goal…continued Deliverables based NOT 80% of program XYZ done SHOULD BE program XYZ signed off by team leader as complete All activities catered for Major cost overrun Checklists /Methodologies

    7. Realistic Targets Short Activities Real Estimates Dependencies Calculated Contingency

    8. Steps involved Decide the tasks Understand dependencies Estimate tasks Schedule Assess risks Iterate

    9. Deciding the tasks

    10. Process Of Decomposition Guidelines: Method of evaluating task completeness Tasks clearly defined Tasks should be assigned to very few people Time duration short enough to monitor Task cohesion (same type of work) Minimise task coupling (interdependency)

    11. WHY ESTIMATING IS IMPORTANT To determine feasibility Calculate when and at what cost a system can be delivered Deciding on staffing policies and how to carry out a project If our estimates are inaccurate then our ability to control and deliver the system on time and to budget is affected Affects all subsequent stages if we get it wrong

    12. METHODS Standard methods e.g. Function Point / COCOMO Pert - weighted average (A+4B+C)/6 Ratios High Level (phases) / Low Level (tasks) Standard Estimates Fixed / Multiplied by number of items Based on complexity / size Multiple Estimate Compare and contrast Evolution of a local model

    13. SCHEDULING Gantt (bar) Chart What to be done Who will do it When it will be done Activity Network Inter-dependencies Estimated Effort Resource Matrix Skills/resources required Under/over utilisation Used to smooth team size

    14. Gantt Chart

    15. Network Analysis Diagrams

    16. Types: Finish - Start Start-Start Finish-Finish Partial Finish -Start DEPENDENCIES

    17. NETWORK ANALYSIS Steps Establish sequence Timetable for each job Analysing spare time Identifying most critical jobs

    18. Start and Finish Events Single start activity and completion activity Left to right Dependencies No Dangling Events No Looping Avoid Redundancy NETWORK CONVENTIONS

    19. Example Node EST = Earliest Start Time LST = Latest Start Time DUR = estimated DURation SLK = SLacK time (=LST-EST)

    20. Planning for Risk The risk principle If you you don’t actively attack the risks they will actively attack you Source : T Gilb Principles of software engineering management

    21. Result of Risks System will never be delivered System will be delivered late System will exceed budget Project will divert user resources to an unacceptable extent System will lack functionality System will contain errors System will present difficulties to users in using it System will be difficult / costly to support / enhance

    22. Factors Strategic / Business Project Organisational User Technical Development Implementation

    23. Managing Risk Identification of Risk Use of checklists / question Use of the schedule Continual process Estimation of Risk Uncertainty Factors eg. in estimates Probability of Success Impact if occurs

    24. Schedule Risk

    25. Counter Measures Objective : to reduce / eliminate risk that something will cause the project to ‘fail’ Examples: Extra tasks Contingency Ensure controls in place Avoid assumptions Have options available Avoid promises

    26. Project Control Planning alone does not ensure the success of a project The project must be controlled

    28. Slippage / Variance Common Causes Actions Extra Manpower ? Active management Work longer / harder Examine all possible solutions Review critical path Smooth the way ahead Remove / Reduce tasks

    29. Planning and Controlling Your Projects Plans Clear objectives Be specific Detailed plans in short term Phased delivery of end goal Control Monitor / amend objectives Revise short term plans to reach end goal Review delivery with ‘customer’ Frequent team meetings with clear actions

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