business 5 jlang

8/9/2019 Business 5 JLang

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5.5. Project planning andProject planning andmanagementmanagement

Role of a manager

Charts and Critical Path Analysis

Estimation Techniques

Monitoring


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Role of a managerRole of a manager

Directs resources for the achievement ofgoals

LEADER also provides

– Vision–Inspiration

–Rises above the usual

No one right way to manage


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Management ContinuumManagement Continuum

Autocratic Consultative ParticipateAuthoritarian Democratic

Solves problems alone

Dictates decisions

Discusses Problems

Makes decision

Chairperson

Agrees problem

Creates consensus


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Managerial RolesManagerial Roles–(after Henry Mintzberg)

Interpersonal–Figurehead

–Leader

–Liaison

Informational Roles

–Monitor

–Disseminator

–Spokesperson

Decisional Roles–Entrepreneur

–Resource Allocator

–Disturbance Allocator

–Negotiator


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QualitiesQualities Technical/Professional knowledge

Organisational know-how Ability to grasp situation

Ability to make decisions

Ability to manage change

Creative

Mental flexibility - Learns from experience

Pro-active

Moral courage

Resilience

Social skills

Self Knowledge


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Variables Variables

Resource

Time

Function

“ You can have any two of quick, good orcheap, but not all three”


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Development cycle:Development cycle:

Efort

Time

Specication Analysis uild Test Maintain

Alpha eta


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Crossing the ChasmCrossing the Chasm Geoffrey Moore, after Everett Rogers

Tech !tility


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Approaches and Approaches andmethodologiesmethodologies

Top Down–Waterfall decomposition

Bottom Up–meta machine

Rapid Prototype–successive refinement

Muddle through


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Spiral MethodologySpiral Methodology


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Phase Deliverables

Envisioning – agreeing

the overall directionand the contents of thisphase

Vision/Scope document

Risk assessmentProject structure

Planning – design forthis phase.

unctional speci!cationRisk assessmentProject schedule

Developing – the actualbuild

ro"en functionalspeci!cationRisk management planSource code ande#ecutablesPerformance supportelements$est speci!cation and

test cases%aster project planand master projectschedule

Stabilsing – test&debug& re'ork.

(olden releaseRelease notesPerformance supportelements


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Pert and Gantt ChartsPert and Gantt Charts

Visual representation of project

Microsoft Project


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Example: Getting up in theExample: Getting up in themorningmorning

Task Duration "mins#

$ Alarm rings %

&' (ake !p )

)' *et out o+ bed ,

-' (ash ,

,' *et dressed ,.' Put kettle on &

/ (ait +or kettle to boil ,

0 Put toast on &

1 (ait +or Toast )

$% Make cofee )

$$ utter Toast &

$& Eat reak+ast $%

$) 2eave +or 2ectures %


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Pert ChartPert Chart

Leavefor

Lectures

9:30am 9:30am

9:30am 9:30am

Wash

8:56am 9:01am

8:56am 9:01am

Getdressed

9:01am 9:06am

9:01am 9:06am

EatBreakfast

9:20am 9:30am

9:20am 9:30am

PutKettleon

9:06am 9:09am

9:09am 9:12am

Waitforkettleto

boil

9:09am 9:14am

9:12am 9:17am

MakeCoffee

9:14am 9:17am

9:17am 9:20am

ButterToast

9:16am 9:20am

9:16am 9:20am

WaitforToast

9:11am 9:16am

9:11am 9:16am

Puttoaston

9:06am 9:11am

9:06am 9:11am

Getoutofbed

8:56am 8:56am

8:56am 8:56am


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Critical Path AnalysisCritical Path Analysis

Compute earliest and latest start/finishfor each task

The difference is the slack

The Critical Path joins the tasks forwhich there is no slack

Any delay in tasks on the on the criticalpath affects the whole project


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Pert ChartPert Chart

Leavefor

Lectures

9:30am 9:30am

9:30am 9:30am

Waitforkettleto

boil

9:09am 9:14am

9:12am 9:17am

MakeCoffee

9:14am 9:17am

9:17am 9:20am

ButterToast

9:16am 9:20am

9:16am 9:20am

WaitforToast

9:11am 9:16am

9:11am 9:16am

PutKettleon

9:06am 9:09am

9:09am 9:12am

Getoutofbed

9:06am 9:06am

9:06am 9:06am

Puttoaston

9:06am 9:11am

9:06am 9:11am

EatBreakfast

9:20am 9:30am

9:20am 9:30am

Getdressed

9:11am 9:16am

9:15am 9:20am

Wash

9:06am 9:11am

9:10am 9:15am


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Gantt ChartGantt Chart

ID Name Duration

1 Get out of bed 0m

2 Wash 5m

3 Get dressed 5m

4 Put Kettle on 3m

5 Wait for kettle to boil 5m

6 ake !offee 3m

" Put toast on 5m# Wait for $oast 5m

% &utter $oast 4m

10 'at &reakfast 10m

11 (ea)e for (e*tures 0m

9am


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ExampleExample

ID Name Duration

1 +tart 0,

2 Phase 1 #,

3 -nal.se 4,4 !ode 3,

5 $est 1,

6 Phase 2 6,

" -nal.se 3,

# !ode 1,

% $est 2,

10 Phase 3 10,11 -nal.se 4,

12 !ode 2,

13 $est 4,

14 'nd 0,

1" 1# 1% 20 21 22 23 24 25 26 2" 2# 2% 30 31 32 33 34

Month 2 Month 3 Month 4 Month 5


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Example PertExample Pert

Phase2

29/5/95 7/7/95

29/5/95 28/7/95

Phase3

19/6/95 25/8/95

19/6/95 25/8/95

Code

19/6/95 23/6/95

10/7/95 14/7/95

Analyse

1/5/95 26/5/95

1/5/95 26/5/95

Start

30/4/95 30/4/95

1/5/95 1/5/95

Code

17/7/95 28/7/95

17/7/95 28/7/95

End

25/8/95 25/8/95

25/8/95 25/8/95

Code

29/5/95 16/6/95

19/6/95 7/7/95

Analyse

29/5/95 16/6/95

29/5/95 16/6/95

Analyse

19/6/95 14/7/95

19/6/95 14/7/95

Phase1

1/5/95 23/6/95

1/5/95 14/7/95

Test

19/6/95 23/6/95

10/7/95 14/7/95

Test

26/6/95 7/7/95

17/7/95 28/7/95

Test

31/7/95 25/8/95

31/7/95 25/8/95


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LevellingLevelling

Adjust tasks to match resources available

Automatic systems available, but do not alwaysgive an optimum result

Tasks may be delayed within slack without

affecting project dates Otherwise consider extending project, or usingmore resource

Adding resource to late project may cause RECURSIVE COLLAPSE

–consider carefully whether the benefits outweigh theadditional learning delays and overheads

Derive costings


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Larger exampleLarger example

5

23

33 34

36

40

15

41

38

30

14

11

13

8

20

12

42

4

18

27

72

35

31

37

16

310

9

44 45 46

24

26

39

25

21

22

17

19

6

28

3229

1 43


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Estimation TechniquesEstimation Techniques

Experience

Comparison with similar tasks–20 lines of code/day

–can vary by 2 orders of magnitude

Decomposition

Plan to throw one away

20 working days per month BUT 200 peryear


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Rules of ThumbRules of Thumb Software projects:

– estimate 10 x cost and 3 x time

1:3:10 rule–1: cost of prototype

–3: cost of turning prototype into a product

–10: cost of sales and marketing

–>>Product costs are dominated by cost of sales

Hartree’s Law–The time to completion of any project, as estimated by the projectleader, is a constant (Hartree’s constant)regardless of the state of the project

– A project is 90% complete 90% of the time

80% Rule–Don’t plan to use more than 80% of the available resources

•Memory, disc, cycles, programming resource....


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Cynic’s Project StagesCynic’s Project Stages

Enthusiasm

Disillusionment

Panic

Persecution of the innocent Praise of the bystander

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