Project ManagementSoftware

Chapter 3
Planning and scheduling and
Measuring software project
Outlin
e
 Project planning

Scheduling the
project

Measuring the
project
Project
planning
 Predetermining a course of action for
accomplishing
organizational Objectives
 Continuous activity from initial concept through to
system
delivery
 Plans must be regularly revised as new information
becomes available
Planning The Work -
WBS
 A WBS (work breakdown structure) is simply a
hierarchy of elements that decompose the
overall project plan into a discrete set of tasks.
 Create the Project
Plan
A typical project plan consists of:
 A statement of work that describes all work products
that will be
produced and a list of people who will perform that
work
 A resource list that contains a list of all resources that
will be
needed for the product
 A work breakdown structure and a set of effort
estimates
 A project schedule

 A risk plan
Types of project
plan
⚫ Various different types of plan may be developed to support
the main software project plan
Plan Description
Quality p lan Des crib es the quality proced ures
and standards that will be used in a
project.
Validation plan Des crib es the ap proach, res ources
and schedule us ed for s ys tem valid
atio n.
Configuration Des crib es the co nfigu ratio n man
management p agement proced ures and s tructures to
lan be used.
Mainten ance plan Predicts the main tenance requiremen ts
of the sy stem, main tenance cos ts and
effo rt req uired.
Staff developmen t plan. Describ es how the s kills and experience
of the project team members will be
developed.
Project
scheduling
 Split project into tasks and estimate time and
resources required to complete each task
 Organize tasks concurrently to make optimal use
of workforce
 Minimize task dependencies to avoid delays
caused by one task waiting for another to
complete
Identify Identify Estimate Allocate Create
activity resources people to project
activit dependencies for activities charts
ies activities
Software Activity
requirem charts and
ents bar charts
Project scheduling
Bar charts and activity
networks
 Show project breakdown into tasks

 Tasks should not be too small

 They should take about a week or two

 Activity charts show task dependencies and the

critical path
 Bar charts show schedule against calendar time
Activity
network
14/7/9 15
9 days 15
M1 T3
days 8 days
T9
T1 5 4/8/9 25/8/9
25/7/99 days 9 9
T6 M4 M6
4/7/9 M3
9 days 7
start 20
15
days
days T7 T11
T2

25/7/99 10 11/8/9 5/9/9

10
days 9 9
days M2 M7 M8
T4 T5 15
days
T10 10
18/7/99
days
T12
M5
25
days
T8 Finis
19/9/9 h
9
Task durations and
dependencies
Task Duration (da ys) Dependencies
T1 8
T2 15
T3 15 T1 (M1)
T4 10
T5 10 T2, T 4 (M2)
T6 5 T1, T 2 (M3)
T7 20 T1 (M1)
T8 25 T4 (M5)
T9 15 T3, T 6 (M4)
T10 15 T5, T 7 (M7)
T11 7 T9 (M6)
T12 10 T11 (M8)
Activity timeline – Gantt
chart 8/ 2 9 8/ 22 8/ 15 8 /8 8 /1 7/ 25 7/ 18 7 / 11 7 / 4
St ar t
9/ 1 9 9 / 1 2 9 /5

T4
T1
T2
M
1
T7
T3
M5
T8
M
3
M
2
M4
T
6 T9
M7
T T 10
5 M6
T 11
M8
T 12
Fi n ish
Staff
allocation
4/7 11/7 18/7 25/ 1/8 8/8 15/8 22/8 29/8 5/9 12/9
19/9

Fred T4
T8 T11
T12
Jane T1
T3
T9
Anne T2
T6 T10
Jim
T7
M ary
T5
 Measuring The
Project
“When you can measure what you are speaking about, and express it in
numbers, you know something about it; but when you cannot measure it,
when you cannot express it in numbers, your knowledge is of a meager
and unsatisfactory kind; it may be the beginning of knowledge, but you
have scarcely in your thoughts advanced to the stage of science.”

- Lord Kelvin
Measuring the
Project
 Goal-Question-Metric (GQM) approach

 Goal – an organizational objective

 Question – to determine whether a goal is being met

 Metric – to answer a question

 The following types of metrics are important:

 Management indicators
 Quality indicators
 Measuring The
Project
Top 3 Management
Metrics
Metric Purpose Perspectives
Work and progress Iteration planning, plan SLOC, function points, object
vs. actuals, points, scenarios, test cases,
management indicato SCOs

Budgeted cost Financial insight, plan Cost per month, full-time

and vs. actuals, staff per month, percentage
expenditures management of budget expended
indicator
Staffing and team Resource plan vs. actuals, People per month added, people
dynamics hiring rate, attrition rate per month leaving
 Measuring The
Project Top 4 Quality
Metrics
Metric Purpose Perspectives
Change traffic and Iteration planning, SCOs opened vs. SCOs closed,
stability management by type (0,1,2,3,4), by
indicator of schedule release/component/ subsystem
convergence
Breakage Convergence, Reworked SLOC per change,
and software scrap, by type (0,1,2,3,4), by
modularity quality indicator release/component/subsyste
m
Rework Convergence software Average hours per change, by
and rework, quality indicator type
adaptabilit (0,1,2,3,4), by
y release/component/subsystem
MTBF and maturity Test coverage/adequacy, Failure counts, test hours
robustness for use, quality until failure, by
g anred
indicatCohrapter 2 Planning and
 Setting
objectives
Informally, the objective of a project can be defined by
completing the statement:

The project will be regarded as a success

if………………………………..

Rather like post-conditions for the project

Focus on what will be put in place, rather than how activities

will be carried out
 Objectives should be
S–
SMART
specific, that is, concrete and well-defined

M– measurable, that is, satisfaction of the objective can

be objectively judged

A– achievable, that is, it is within the power of the

individual or group concerned to meet the target

R– relevant, the objective must relevant to the true

purpose of the project

T– time constrained: there is defined point in time by

which the objective should be achieved

 Goals/sub-
objectives
These are steps along the way to achieving the objective.
Informally, these can be defined by completing the
sentence…

Objective X will be achieved

IF the following goals are all achieved

A……………
B……………

C…………… etc
Questions and
Discussion