Kiến trúc máy tính và hợp ngữ - Chapter 3: Project management

Chapter 3:Project ManagementObjectivesBecome familiar with estimation.Be able to create a project workplan.Understand why project teams use timeboxing.Become familiar with how to staff a project.Understand how computer-aided software engineering, standards, and documentation improve the efficiency of a project.Understand how to reduce risk on a project.Project ManagementThe discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectivesCostSchedulePerformanceIDENTIFYING PROJECT SIZECost Schedule Performance Trade-offsCostSchedulePerformanceProject management involves balancing trade-offs among the three key project parametersProjectEstimating Project TimeframesFunction Point ApproachEstimate System Size(function points and lines of code)Estimate Effort Required(person-months)Estimate Time Required(months)CREATING AND MANAGING THE WORKPLANDeveloping Work PlansA work plan, is a dynamic schedule that records and keeps track of all tasks to be accomplished over the course of the projectCreated after a project manager has a general idea of the project’s size and rough scheduleThe work plan is usually the main item in a project management software applicationSample TaskTask name:Perform economic feasibilityStart date:Jan 5, 2010Completion date:Jan 19, 2010Person assigned to the task:Mary Smith (project sponsor)Deliverable(s):Cost-benefit analysisCompletion status:CompletePriority:HighResources needed:Spreadsheet softwareEstimated time:16 hoursActual time:14.5 hoursIdentifying TasksTop-down approachIdentify highest level tasksBreak them into increasingly smaller unitsMethodologyUsing standard list of tasksWork Breakdown StructureGantt ChartPert ChartUsed to communicate task dependenciesAllows easier visualization of tasks on a critical pathScope ManagementScope creep happens when new requirements are added to the project after the original project scope was defined and “frozen.”Timeboxing StepsSet the date for system deliveryPrioritize the functionality that needs to be included in the systemBuild the core of the system (the functionality ranked as most important)Postpone functionality that cannot be provided within the time frameDeliver the system with core functionalityRepeat steps 3 through 5 to add refinements and enhancementsSTAFFING THE PROJECTStaffing the ProjectDetermine average number of people neededDivide total person-months of effort by the optimal scheduleAdding more people will not reduce scheduleCreate a staffing planRoles required for the projectReporting structureReporting StructuresProject ManagerFunctional LeadAnalystAnalystTechnical LeadProgrammerProgrammerMotivationUse monetary rewards cautiouslyUse intrinsic rewardsRecognitionAchievementThe work itselfResponsibilityAdvancementChance to learn new skillsMotivational Don’tsAssign unrealistic deadlinesIgnore good effortsCreate a low-quality productGive everyone on the project a raiseMake an important decision without the team’s inputMaintain poor working conditionsConflict Avoidance StrategiesClearly define roles and project plansMake sure the team understands how the project is important to the organizationDevelop detailed operating procedures and communicate these to the team membersDevelop a project charterDevelop schedule commitments ahead of timeForecast other priorities and their possible impact on projectCOORDINATING PROJECT ACTIVITIESCASE ToolsComputer-Aided Software Engineering (CASE) tools automate some or all of the development processNot a silver bullet, but advantages include:Reduced maintenance costsImprove software qualityEnforce disciplineSome project teams even use CASE to assess the magnitude of changes to the projectStandardsTypes of StandardsExampleDocumentation standardsThe date and project name should appear as a header on all documentation.Coding standardsAll modules of code should include a header that lists the programmer, last date of update, and a short description of the purpose of the code.Procedural standardsReport to project update meeting on Fridays at 3:30 PM.All changes to a requirements document must be approved by the project manager.Specification requirement standardsName of program to be createdDescription of the program’s purposeUser interface design standardsThe tab order of the screen will move from top left tobottom right.Accelerator keys will be provided for all updatable fields.DocumentationGood documentation happens up frontDocumentation that occurs only at the tail end of a project/phase is not very usefulProject binder(s) are best practices containingAll internal communications (e.g. minutes from status meetings)Written standardsLetters to and from the business usersDeliverables from each taskManaging RiskSummaryProject ManagementIdentifying Project SizeCreating And Managing the WorkplanStaffing the ProjectCoordinating Project Activities