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Content
What is project scheduling & tracking ?
Which steps can be recognized in project scheduling?
Work Breakdown Structure
Techniques: CPM, Gantt Charts
Examples
Final remarks
Book chapter 24
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What is project scheduling&tracking?
Scheduling:
The partitioning of the total work of a project in tasks,
which deliver defined products.
The planning of those tasks in calendar time.
The allocation of resources to these tasks.
Tracking:
Following of the progress of the tasks in the course of a
project.
Adapting the schedule according the latest developments.
How software projects fall behind schedule?
When a project is 80% finished, 80% of the work still has to be
done.
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Why software is delivered late?
Unrealistic deadline established outside the team
Changing customer requirements not reflected in schedulechanges
Underestimating the resources required to complete the project
Risks that were not considered when project began
Technical difficulties that have not been predicted in advance
Human difficulties that have not been predicted in advance
Miscommunication among project staff resulting in delays
Failure by project management to recognize project fallingbehind schedule and failure to take corrective action
people, process, technology
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Perspectives
the end-date for the software release is set externally
the software organization is constrained to
distribute effort in the prescribed time frame.
the rough chronological bounds have been discussed
by the developers and customersthe end-date is best set by the developer after
carefully considering how to best use the resources
needed to meet the customer's needs.
negotiation process
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Basic principles for scheduling
Compartimentalization
decomposition of both the product and the process the work is divided in tasks (work-breakdown structure)
each delivers (possible in combination with other tasks)a part of the product.
Interdependency minimize the dependency between tasks
which products of other tasks are needed to start a task
sequential and parallel tasks
Time allocation for each task
How much work is needed in e.g. person-days
Determine whether this will be part-time of full-time
Assign a start and completion date (not assigned yet to
a person).
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continued
Matching total time with available resources
Are the needed resources (persons, tools, hardware)available? (not assigned yet to a person).
Defining responsibilities
Every task should be the responsibility of a person.
Defining outcomes of tasks
Each task should have a defined outcome. (SMART)
More than 1 of these work products may be groupedinto a deliverable.
Defining milestones
the milestones of the project: a moment in time onwhich a (group of) deliverables should be finished.
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Effort distribution
Use the data on the organizations historical experience with
similar projects When such data is not available, publicly available factors canbe used for guidance.
The 40-20-40 rule (a rule of thumb):
40% front-end analysis and design
20% coding 40% back-end testing
Generally accepted guidelines are:
02-03 % planning
10-25 % requirements analysis 20-25 % design
15-20 % coding
30-40 % testing and debugging
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Critics of 40-20-40 % rule
Some Software Engineering Managers believe that
more than 40% of overall effort should be expendedduring Analysis and Design.
Some proponents of Agile Development Methodargue that Less time should be expended on Front-
end of Project Phase and that a team should move
quickly to Construction Phase (Build phase).
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Parts and steps
Project task: A task is executable and delivers a well definedwork product (SMART);
Work-breakdown structure: Division of the total trajectory intotasks;
Deliverable Intermediate or final product delivered by a task ora number of tasks;
Milestone: Date on which a deliverable should be ready;
Networkof dependencies of project tasks:sequential
parallel
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continued
Determine which tasks are critical in the network: theydetermine the run time of a project;
Determine what the size of the tasks are;
Determine which resources are needed to execute each task;
Building up of a project schedule:: dividing the tasks over timeand allocating resources to tasks;
Tracking of the progress of the project on basis of its schedule.
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Parts and steps
Project task: A task is executable and delivers a well defined
work product (SMART);
Work-breakdown structure: Division of the total trajectory intotasks;
Deliverable Intermediate or final product delivered by a task ora number of tasks;
Milestone: Date on which a deliverable should be ready;
Networkof dependencies of project tasks:sequential
parallel
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Steering project
Attention in
this course
Steering Committee
Project Steering Committee
Project Sponsor
Project Manager(s)
Functional/Process Groups
(User Focal Points)Technical Project
Leader
User Group 1 User Group 2 User Group n..Analysts Designers programmers
Steer ongoals
Steer on
goals, milestones
and deliverables
Steer onMilestones, deliverables
and tasks
Steer on
Tasks and
resources
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Work-Breakdown Structure
A detailed breakdown of the product into manageable work
elements.
A method for breaking down work within a project into logicalsteps:
Product WBS:
Work is broken down by system, subsystem, modules &the structure of the software product.
Activity WBS:
Work is broken down by activities of the project
members such as management, requirements analysis,design & programming.
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Product WBS
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Activity WBS
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Work-breakdown structure
Phase 1
Develop
Blueprint
Phase 2
Design
Information
system
Phase 3
Realize
Information
system
Phase 4
Implement
Information
system
Example
Main phases of an information system based on
software packets on the market.
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Steps in phase 1
Blue-print
Principle-choice
Fit-analysis
Planphase 2
Deliverablesphase 1
1.2.Developprocess-modelcurrent
situation
1.5Fit-analysis
shortlistPackets
1.1.Pre-
paration&
Project-definition
1.7.Makeplannext
phases
1.3.Analysiscurrent
situation
1.4.Developblueprint
1.6make
principlechoice
Development blueprint
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Steps in phase 2
2.1.Develop
simulation
case
2.2.Make
simulation
environment
2.3.Prototype
step-
through
2.4.End-
report
InputPhase 2
Processmodelfuture sit.
Final-report
Solutionsforgaps
DeliverablesPhase 2
Preparation Execution
Finalchoice
2.5.Design
interfaces
+ conversion
Iterative
Design Information System
Blue-print
Principle-choice
Fit-analysis
Planphase 2
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Relation deliverables-milestones
Timing,
resourcingand
dependencies
Project
Goals Constraints
Deliverable 1 ....... Deliverable n
Task 1 ....... Task n
Milestone 1 ...... Milestone n
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Relation between people and effort
Putnam-Nordon-Rayleigh (PNR) curve
putting more people on a project does not decrease time linearlypeople need time for communication
4 zones in the curve for a certain defined project:
1) it can not be completed within a certain time
2) overstaffed: completed fast,
but inefficient
3) linear range: efficient
staffing, man-power trade-offwith time is good possible
4) understaffed: becomes also
inefficient
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PNR Formulas
The number of delivered lines of codeL is related to effort and
development time by the equation:
L = P E1/3 t4/3
Eis development effort in person-months
P is a productivity parameter that reflects various factors(typically 2,000-12,000)
tis the project duration in calendar months
Rearranged to solve for development effort:
E=L3/(P 3t4)
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Setting up of a schedule
Define deliverables and milestones;
Identify tasks which belong to deliverables;
Identify relations between deliverables and activities;
Determine the type and size of the resources needed for a
task;Allocate people to activities;
Create activity networks and bar charts (Gantt Charts).
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Example
Task Run time in
workdays
Dependencies
(milestone)T1 8
T2 15
T3 15 T1 (M1)
T4 10
T5 19 T2, T4 (M2)
T6 5 T1, T2 (M3)
T7 20 T1 (M1)
T8 25 T4 (M5)
T9 15 T3, T6 (M4)
T10 15 T5, T7 (M7)
T11 7 T9 (M6)
T12 10 T11 (M8)
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Activity network
End
M8
M6
M4
M1
StartT6
T10
T8
T5T4
T2
T12
T11
T9
T3
T1
M7
M5
M2
M3
4/7/99
14/7/99
25/7/99
25/7/99
18/7/99
4/8/99
25/8/99
5/9/9911/8/99
10 days
25 days
8 days
15 days
15 days
5 days
20 days
T710 days
15 days
7 days
10 days
15 days
19/9/99
Insight in parallel
and sequential tasks
+ dependencies
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Critical path
End
M8
M6
M4
M1
Start T6
T10
T8
T5T4
T2
T12
T11
T9
T3
T1
M7
M5
M2
M3
4/7/99
14/7/99
25/7/99
25/7/99
18/7/99
4/8/99
25/8/99
5/9/9911/8/99
10 days
25 days
8 days
15 days
15 days
5 days
20 days
T710 days
15 days
7 days
10 days
15 days
19/9/99
= Critical Path
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Bar chart (Gantt chart)
4/7 18/711/7 1/825/7 8/8 22/815/8 29/8 5/9 12/9 19/9 26/9
T4
T1
T2
T7
T3
T12
End
T9
T8
T5
T6
T10
T11
M1
M5
M8
M7
M4
M2
M3
M6
Start
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Extra time
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T4
T1
T2
T7
T3
T12
End
T9
T8
T5
T6
T10
T11
M1
M5
M8
M7
M4
M2
M3
M6
Start
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Allocation of persons to tasks and time
4/7 18/711/7 1/825/7 8/8 22/815/8 29/8 5/9 12/9 19/9 26/9
Frank
Jan
Carolien
Jim
Isabel T5
T2
T12
T11T8
T4
T9T3
T1
T7
T10T6
Task Software
Engineer
T1 Jan
T2 Carolien
T3 Jan
T4 Frank
T5 Isabel
T6 Carolien
T7 Jim
T8 Frank
T9 Jan
T10 Carolien
T11 Frank
T12 FrankResources can influence the critial path,
e.g. Frank with T8-T11
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Another example
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Gantt chart