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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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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 projects 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 dont 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 ControllingYour 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