1University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 1Lecture 11:Managing Your ProjectThe task of ManagementPlanning the projectTask breakdownPert Charts, Gantt ChartsMeasuring ProgressBurndown chartsTest Progress ChartsUse of meetingsUniversity of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 2Starting pointYou have a prioritized list of tasks…entered into the tracking system…each task has an effort estimateYou have selected which tasks go into the release“Iceberg list”: top n items in this releaseadditional requests from customer push other items below the waterlinefaster than expected progress lifts items up above the waterlineProblem:How do we keep the project on track?2University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 3Management DutiesAnalyzing and Controlling RiskLiaising with customerDefining lines of communicationRecruiting and training project teamCreate project plan, schedule, cost estimate,…Assign tasksMeasure progress of projectMake sure appropriate tools and techniques are usedKeep project on track, take action if it slipsEnsure contractual obligations metEnsure appropriate standards are metEnsure lessons learned are captured and usedUniversity of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 4Refresher: project controlA 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!3University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 5Tool 1: Work Breakdown Structure1.1 Software Systems Engineering1.1.1 Support to Systems Engineering1.1.2 Support to Hardware Engineering1.1.3 Software Engineering Trade Studies1.1.4 System Requirements Analysis1.1.5 Software Requirements Analysis1.1.6 Interface Analysis1.1.7 Support to Systems Test1.2 Software Development1.2.1 Deliverable Software1.2.1.1 Requirements Analysis1.2.1.2 Architectural Design1.2.1.3 Procedural Design1.2.1.4 Code1.2.1.5 Unit Test1.2.1.6 Software Integration Test1.2.1.7 Technical Reviews1.2.1.8 Technical Training1.2.2 Non-deliverable Software1.2.3 Purchased Software1.2.3.1 Package Evaluation1.2.4 Development facilities and toolsSource: Adapted from Blum, 1992, p438see also: van Vliet pp192-31.3 Software Test and Evaluation1.3.1 Software Dev. Test & Evaluation1.3.2 End-Product Acceptance Test1.3.3 Test Bed & Tool Support1.3.4 Test Data Management1.4 Management1.4.1 Project Management1.4.2 Administrative Support1.4.3 Management Tools1.4.4 Management Reviews1.4.5 Management Training1.5 Product Assurance1.5.1 Configuration Management1.5.2 Library Operations1.5.3 Interface Control1.5.4 Data Management1.5.5 Quality Assurance1.5.6 Quality Control1.6 Operations and Support...University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 6Tool 2: Gantt ChartsNotationBars show duration of tasksTriangles show milestonesVertical dashed lines show dependenciesShows high level view of whole projectTask 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 pp195-64University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 7Tool 3: PERT charts123456780109te=6te=4te=11te=6te=2te=9te=4te=0te=7te=7te=9te=1te=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 delaySource: Adapted from Blum, 1992, p439see also: van Vliet pp193-6University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 8Avoiding Gantt Charts?Gantt charts can be misleading“% complete” for most tasks is valuelesspoorly defined completeness criteria for each taskHigh 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?Source: Adapted from Rosenberg’s ICONIX book, p1825University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 9Measuring ProgressSource: Adapted from Cockburn, “Crystal Clear”Time% completeactualplannedexpected 100% lineactual 100% linesurprise!no visibilityexpectedcompletion dateactualcompletion dateUniversity of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 10Agile ApproachMeasure progress of small tasksReduces regions of no visibilityUse the issue tracking system!Estimate effort for each taskadjust estimate of remaining
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