This document discusses software project planning, scheduling, and monitoring. It notes that project planning involves effectively allocating resources to achieve goals, with the master schedule as the main output. Planning and scheduling are dynamic processes. The document outlines reluctance to planning due to time/cost and being tedious, and notes the importance of an effective schedule. It discusses work breakdown structures, activity sequencing, estimating durations and costs, and reconciling schedules with time and resource constraints. Critical path methods and Gantt charts are also summarized.
This document discusses software project planning, scheduling, and monitoring. It notes that project planning involves effectively allocating resources to achieve goals, with the master schedule as the main output. Planning and scheduling are dynamic processes. The document outlines reluctance to planning due to time/cost and being tedious, and notes the importance of an effective schedule. It discusses work breakdown structures, activity sequencing, estimating durations and costs, and reconciling schedules with time and resource constraints. Critical path methods and Gantt charts are also summarized.
This document discusses software project planning, scheduling, and monitoring. It notes that project planning involves effectively allocating resources to achieve goals, with the master schedule as the main output. Planning and scheduling are dynamic processes. The document outlines reluctance to planning due to time/cost and being tedious, and notes the importance of an effective schedule. It discusses work breakdown structures, activity sequencing, estimating durations and costs, and reconciling schedules with time and resource constraints. Critical path methods and Gantt charts are also summarized.
Introduction Effectively schedule, allocate, use, and replace resources to achieve goals Master schedule is the basic tool and main output of planning Project control is based on comparing the progress with schedule Planning and scheduling are dynamic
Reluctance to Planning Takes too much time and cost • Preventive action • Long-term payoff is greater than short-term cost Too tedious (mental activity) • “Thinker” and “doer” Ego (shoot from the hip) • Not realistic
Effective Schedule Understandable Sufficiently detailed Highlighting critical tasks Flexible Based on reliable estimates Conform to available resources Compatible with other related projects
Scheduling Total schedule is a function of total effort and (flexible) resource allocation issues. Simple estimate of schedule: • S = a * Eb “Square root” rule of thumb: • Proposed schedule and number of resources should be around the square root of total effort in person-month. Dependencies have to be considered too.
Scheduling Next step: milestones, per-phase resource allocation, and detailed scheduling • Rayleigh curve and peak time size (PTS) • Peak usually happens at “build” phases after “design” and before “test” • In detailed schedule, low level tasks should need a few days and one person Slack time • Due to fixed resource allocation • Used for training, documentation, … Schedule and effort distributions are different • Design and test usually have larger percentage of schedule compared to effort • Schedule: 40-40-20%, manpower ratio: 1,2,1
Developing the Schedule Defining objectives • Attainable, definitive, quantifiable, with specific duration Breaking down the work Sequencing the activities Estimating the activity costs and durations Reconciling with time constraints Reconciling with resource constraints Reviewing
Work Breakdown Structure WBS is a hierarchical representation of a process or product or both (hybrid). WBS can be shown in a tree graph or as an indented list A decimal numbering to label the elements • e.g. 4.1.2 is the 2nd element of the 1st element of the 4th 4th 1st 2nd
Notes on WBS “Rolling wave” approach • First top levels • Gradual completion Keep partitioning into 72 elements WBS dictionary Make sure about numbering scheme • Top-level zero or one, … Work package specification for lowest level entries (info, completion, …)
Sequencing Scheduled Activities Interrelationship among activities Milestones and Gantt charts are most common • Gantt chart also shows the relationship between work load and time Full-wall method gives a global view Precedence networks are used for larger projects • Critical Path Method (CPM) • Program Evaluation and Review Technique
Milestone Chart Simplest scheduling method Small projects or summary of larger ones Ease and minimal cost No interrelationships exhibited Only completion dates Not enough feedback
Gantt Chart Gantt or Bar chart used more frequently than others Suitable for projects with less than 25 activities Graphical display of start/end times Shows overlapping activities easily • CPM or PERT are translated to Gantt sometimes For estimation of resource and budget vs. time
CPM/PERT AOA (activity-on-arc) • Nodes are “events” and arcs are “activities” leading to them AON (activity-on-node) • Nodes are “activities” and arcs show the sequence/order CPM • Labels and focuses on activities • Usually AOA • e.g. construction projects PERT • Labels and focuses on events • Almost always AOA • More complicated projects
Activity Slack Maximum time that an activity can be delayed without delaying the entire project Zero for those on critical path S = LS - ES or S = LF – EF • LS is Latest and ES is Earliest Start time for activity (or source node) • LF is Latest and EF is Earliest Finish time Earliest times calculated using “forward pass” • ESj = maxi {(ESi + time for activity ai,j)} , i and j are nodes • ES for last node is “project deadline” Latest times calculated using “backward pass” • What’s the latest time for each node, keeping the deadline?
Probabilistic PERT No unique estimate for time/effort • Optimistic, a • Realistic, m • Pessimistic, b mean=((2m+(a+b)/2)/3) sigma2=((b-a)/6)2 Central Limit Theorem • Sum of the activity times on the critical path is a random variable with a normal distribution, its mean and variance the sum of the means and variances of the activities on the critical path
When CPM/PERT? Sequential Interrelated Ordered Without interruption Well-defined • CPM Uncertain • PERT (allows probability for time estimates)
Format for Project Plan - 4 6- Technical process plans • Process model • Methods, tools • Acceptance plan 7- Supporting process plans • Configuration management • Verification/validation • Quality assurance (reviews, audits, …) • Subcontract • Process improvement plan Annexes Index
Milestone Analysis Actual vs. estimated effort and schedule • Re-schedule • Scheduling training • Review tasks Quality monitoring • Review test procedure • More tests Risk-related monitoring
PDF Computational Intelligence in Data Mining Volume 2 Proceedings of The International Conference On Cidm 5 6 December 2015 1St Edition Himansu Sekhar Behera Ebook Full Chapter