Planning and ManagingSchedule and DeliverablesMilestones and ActivitiesActivity GraphGantt ChartLearn Microsoft Project!Project PersonnelChoosing PeopleDeveloper TraitsProject OrganizationChief Programmer TeamEgoless ApproachStructure vs. CreativityEffort EstimationCauses of Estimation InaccuracyEstimation Accuracy vs. TimeExpert JudgmentAlgorithmic ModelsIn Reality…Risk ManagementTop Risk ItemsRisk Management StepsRisk Exposure CalculationRisk Identified: Now What?Risk Reduction CostProject PlanHomeworkPlanning and ManagingPlanning and ManagingYou have a project and you have a customer, but•Do you understand the requirements?•Can you design such a system?•How long will it take?•How much will it cost?Schedule and DeliverablesSchedule and Deliverables•Documentation•Prototype•Individual Subsystems•Accuracy•Performance, reliability, security, etc.Milestones and ActivitiesMilestones and ActivitiesActivity – a part of project that takes place over a period of time.Milestone – the completion of activity, a particular point in time.Activity GraphActivity GraphEstimating Completion: Critical Path MethodReal time vs. available timeSlack time = available - realGantt ChartGantt ChartLearn Microsoft Project!Learn Microsoft Project!Project PersonnelProject Personnel•Manager•Requirements analyst•System design architect•Data modelers•Programmers•Testers•Support PersonnelTest team should be independent from developer team!Choosing PeopleChoosing People•Ability to perform work•Interest in the work•Experience with similar problems•Experience with tools, languages•Experience with development process•Communication skills•Match for other team membersDeveloper TraitsDeveloper Traits•Intuitive – bases decisions on feelings•Rational – bases decisions on facts•Extroverts – communicate ideas•Introverts – ask for suggestionsHow do you balancea team?Characterize yourself!Project OrganizationProject OrganizationProject structure is driven by:•Team member background•Team size•Managerial styleChief Programmer TeamChief Programmer Team+ Minimizes communication overhead+ Responsibility is clearChief has to be a quick-thinking extravertEgoless ApproachEgoless Approach+ Everyone is equally responsible- Responsibility is not clear+ Democratic decision making+ Product is criticized, not peopleStructure vs. CreativityStructure vs. CreativityObservationUnstructured / loose teams produce the most creative designs but never complete one on time.Highly structured / organized teams tend to turn out bland designs but in timely manner.There has to be always a balance between structure and creativity!Effort EstimationEffort EstimationWhy need effort estimation? To provide project cost guidelines and avoid cost overruns.Easiest and most accurate – from personal experience.But what about new projects? Or new teams?Causes of Estimation InaccuracyCauses of Estimation Inaccuracy1. User-initiated change requests2. Overlooked tasks / incomplete analysis3. Lack of understanding of requirements4. Integration with unknown systemDevelopment phase5. Lack of coordination6. Lack of experience7. Lack of resourcesEstimation Accuracy vs. TimeEstimation Accuracy vs. TimeExpert JudgmentExpert Judgment1. Ask around and get competitive bids.- Pay attention to fine print!2. Delphi technique:Cost = (pessimistic + 4*optimistic + likely)/63. Subjective, depends on environment.Algorithmic ModelsAlgorithmic Models1. Analyze prior data (which has to be available!)Effort = const*Project Size 2. Effort  Developer-days3. Project Size  Lines of CodeApplies to large organizations with vast history of data.But can we use them?In Reality…In Reality…Given - existing team and resources - process model (e.g. waterfall) - and based on experienceSimulate development effort accounting for - Several iterations (from experience) - Unanticipated difficulties - User-introduced changes - Poorly understood specificationAnd produce three estimates (optimistic, pessimistic, and average) and explain the results to customer.Risk ManagementRisk ManagementRisk factors:1. Impact: a monetary loss associated with the event.2. Probability: likelihood of the event to occur.Probability = 1 is a real problem3. Controllability of the outcome.What can we do to minimize the negative outcome?Top Risk ItemsTop Risk Items1. Personnel shortfallsLeveraging talent, teambuilding & balancing, personality matching, training2. Unrealistic schedules and / or budgets.Detailed estimation, requirement scrubbing.3. Implementing wrong functions.Prototyping4. “Gold plating”Cost-benefit analysis5. Continuous requirement changeIncremental development6. External shortfallsCompatibility analysis7. Performance shortfallSimulation, modeling, load testing8. Cutting-edge scienceIs the solution possible in principle?Risk Management StepsRisk Management StepsRisk Exposure CalculationRisk Exposure CalculationRisk Identified: Now What?Risk Identified: Now What?1. Changing requirements to avoid risk2. Transferring risk (and responsibility) to other systems or departments3. Buying insurance policy (duh!)4. Assuming and controlling the risk.Risk Reduction CostRisk Reduction CostRisk Leverage = (Risk Exposure before reduction – Risk Exposure after reduction)/(cost of reduction)Is Risk Leverage enough to justify the action?Project PlanProject Plan1. Scope2. Requirements3. Technical specification4. Schedule5. Team organization6. Standards7. Test plan8. QA plan9. Deployment plan10. Maintenance planHomeworkHomeworkCreate a plan for YOUR project.Read Chapter