1!University of Toronto Department of Computer Science © 2012 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 1 Lecture 11:!Managing Your Project"The task of Management"Planning the project"Task breakdown"Pert Charts, Gantt Charts"Measuring Progress"Burndown charts"Test Progress Charts"Use of meetings"University of Toronto Department of Computer Science © 2012 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 2 Starting point"You have a prioritized list of tasks"…entered into the tracking system"…each task has an effort estimate"You have selected which tasks go into the release"“Iceberg list”: top n items in this release"additional requests from customer push other items below the waterline"faster than expected progress lifts items up above the waterline"Problem:"How do we keep the project on track?"Doable in"this release"Lurking in"the queue"for later"releases"2!University of Toronto Department of Computer Science © 2012 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 3 Management Duties"Analyzing and Controlling Risk"Liaising with customer"Defining lines of communication"Recruiting and training project team"Create project plan, schedule, cost estimate,…"Assign tasks"Measure progress of project"Make sure appropriate tools and techniques are used"Keep project on track, take action if it slips"Ensure contractual obligations met"Ensure appropriate standards are met"Ensure lessons learned are captured and used"University of Toronto Department of Computer Science © 2012 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 4 Refresher: project control"A manager can control 4 things:"Resources (can get more dollars, facilities, personnel)"Time (can increase schedule, delay milestones, etc.)"Product (can reduce functionality - e.g. scrub requirements)"Risk (can decide which risks are acceptable)"To do this, a manager needs to keep track of:"Effort - How much effort will be needed? How much has been expended?"Time - What is the expected schedule? How far are we deviating from it?"Size - How big is the planned system? How much have we built?"Defects - How many errors are we making? How many are we detecting?"And how do these errors impact quality?"Initially, a manager needs good estimates"…and these can only come from a thorough analysis of the problem."You cannot control that which you cannot measure!3!University of Toronto Department of Computer Science © 2012 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 5 Tool 1: Work Breakdown Structure"1.1 Software Systems Engineering"1.1.1 Support to Systems Engineering"1.1.2 Support to Hardware Engineering"1.1.3 Software Engineering Trade Studies"1.1.4 System Requirements Analysis"1.1.5 Software Requirements Analysis"1.1.6 Interface Analysis"1.1.7 Support to Systems Test"1.2 Software Development"1.2.1 Deliverable Software"1.2.1.1 Requirements Analysis"1.2.1.2 Architectural Design"1.2.1.3 Procedural Design"1.2.1.4 Code"1.2.1.5 Unit Test"1.2.1.6 Software Integration Test"1.2.1.7 Technical Reviews"1.2.1.8 Technical Training"1.2.2 Non-deliverable Software"1.2.3 Purchased Software"1.2.3.1 Package Evaluation"1.2.4 Development facilities and tools"Source: Adapted from Blum, 1992, p438 see also: van Vliet pp192-3 1.3 Software Test and Evaluation"1.3.1 Software Dev. Test & Evaluation"1.3.2 End-Product Acceptance Test"1.3.3 Test Bed & Tool Support"1.3.4 Test Data Management"1.4 Management"1.4.1 Project Management"1.4.2 Administrative Support"1.4.3 Management Tools"1.4.4 Management Reviews"1.4.5 Management Training"1.5 Product Assurance"1.5.1 Configuration Management"1.5.2 Library Operations"1.5.3 Interface Control"1.5.4 Data Management"1.5.5 Quality Assurance"1.5.6 Quality Control"1.6 Operations and Support"..."University of Toronto Department of Computer Science © 2012 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 6 Tool 2: Gantt Charts"Notation"Bars show duration of tasks"Triangles show milestones"Vertical dashed lines show dependencies"Shows high level view of whole project"Task Sept Oct Nov Dec Jan6132027310172431714212841118251 815221.2 Software Development1.2.1 Requirements Analysis1.2.2 Architectural Design1.2.3 Procedural Design1.2.4 Code1.3 Testing1.3.1 Unit Test1.3.2 Integration Test1.3.3 Acceptance Test1.4 Operations1.4.1 Packaging1.4.2 Customer Trainingsee also: van Vliet pp195-64!University of Toronto Department of Computer Science © 2012 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 7 Tool 3: PERT charts"1 2 3 4 5 6 7 8 0 10 9 te=6 te=4 te=11 te=6 te=2 te=9 te=4 te=0 te=7 te=7 te=9 te=1 te=3 Notation Nodes indicate milestones Edges indicate dependencies Edges are labelled with time to complete Shows Critical Path Longest path from start to finish any slippage on the critical path will cause project delay Source: Adapted from Blum, 1992, p439 see also: van Vliet pp193-6 University of Toronto Department of Computer Science © 2012 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 8 Avoiding Gantt Charts?"Gantt charts can be misleading"“% complete” for most tasks is valueless"poorly defined completeness criteria for each task"High level mangement view:"Is the project on track?"Is the next release going to be late?"What will be in the next release?"Has anything slipped to the following release?"Risk-based planning:"What can go wrong?"What are the consequences of not knowing that they are going wrong?"Source: Adapted from Rosenbergʼs ICONIX book, p1825!University of Toronto Department of Computer Science © 2012 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 9 Measuring Progress"Source: Adapted from Cockburn, “Crystal Clear” Time"% complete"actual"planned"expected 100% line"actual 100% line"surprise!"no visibility"expected"completion
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