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The document outlines a three-step process for project estimation: estimating system size, effort required, and time required. It discusses the importance of a staffing plan, reporting structure, and project charter, as well as the need for standards and documentation throughout the project lifecycle. Additionally, it addresses managing scope creep and risks associated with project development.

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3 views23 pages

lec4 (2)

The document outlines a three-step process for project estimation: estimating system size, effort required, and time required. It discusses the importance of a staffing plan, reporting structure, and project charter, as well as the need for standards and documentation throughout the project lifecycle. Additionally, it addresses managing scope creep and risks associated with project development.

Uploaded by

ah9242117
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 23

2- function point approach

three-step process:
Step 1: Estimate System Size
project manager estimates the size of the
project in terms of the number of lines of
code the new system will require.

Step 2: Estimate Effort Required


how much work someone can complete in a
given time.

Step 3: Estimate Time Required


Once the effort is understood, the optimal
schedule for the project can be estimated. 2-1
(cont’d)
• Work Breakdown Structure

© Copyright 2011 John Wiley & Sons, Inc. 2-2


Developing the Work Plan
• Identify Tasks

© Copyright 2011 John Wiley & Sons, Inc. 2-3


(cont’d)
• The project work plan

Or complete

© Copyright 2011 John Wiley & Sons, Inc. 2-4


What methodology would you
recommend? Why?
• Suppose that you are an analyst for the ABC
Company, a large consulting firm with offices around
the world. The company wants to build a new Model
car. The analyst divided the new model car parts to
three projects. project 1 is for the engine,project 2 is
for the body and finally project 3 is for the tyres.
Three project managers are assigned for each project
Each one most likely works on different project. After
the project managers complete their work, the three
projects of must be merged to form the new car.

© Copyright 2011 John Wiley & Sons, Inc. 2-5


What methodology would you
recommend? Why?
• How might restaurant owners create engaging experiences for their
customers so that they become the preferred place to dine or eat out?
• This was a Design Challenge provided by a popular tech firm which
specializes in solving problems with the help of Data, AI & Machine
Learning. This project is a conceptual project designed in a 2-day Sprint
mode. I’m neither associated with the firm nor the restaurant which is a
customer for which I’ve tried solving the problem.
As per my understanding, the first challenge here is quite open-ended
with no specific objective to achieve (Web app, mobile app, etc). The
second challenge that I wouldn’t be able to conduct in-person user
research to get actual user feedback with a restaurant owner to see where
additional improvements could be made, however, the pandemic made it
even more challenging by not able to get an actual user data by
interviewing people in person.

© Copyright 2011 John Wiley & Sons, Inc. 2-6


STAFFING THE PROJECT
The deliverable for this part is: staffing plan, reporting
structure, project charter.
Staffing Plan
-Staffing skills will change over a project’s lifetime

-The more a team grows, the more difficult it


becomes to manage.

- keep team sizes under 8 to 10 people; therefore, if


more people are needed, create sub teams.

2-7
(cont’d)
• The staffing plan describes the kinds of people working on the project

• A functional lead manages a group of analysts


• A technical lead oversees progress of programmers and technical staff
members
2-8
(cont’d)
Reporting structure

© Copyright 2011 John Wiley & Sons, Inc. 2-9


(cont’d)
• The project charter describes the project’s
objectives and rules

© Copyright 2011 John Wiley & Sons, Inc. 2-10


Handling conflicts

When team be at work,when meeting be


held,how groups communicates

© Copyright 2011 John Wiley & Sons, Inc. 2-11


Coordinating Project Activities
• CASE (computer-aided software engineering) tools – A
category of software that automate all or part of the
development process.

© Copyright 2011 John Wiley & Sons, Inc. 2-12


(cont’d)
 Standards
– Formal rules for naming files
– Forms that must be completed when goals
reached
– Programming guidelines
 Advantages of standards:
When a team forms standards and then follows
them, the project can be completed faster because
task coordination becomes less complex
 Notes:
1)new standards are added when
necessary.
2)Work best when they are created at the
beginning of each major phase of the project and
well communicated to the entire project team.

© Copyright 2011 John Wiley & Sons, Inc. 2-13


(cont’d)
• Documentation
– Project binder
– Table of contents
– Continual updating
• Note:
– Good project teams learn to document the
system’s history as it evolves, while the details are
still fresh in their memory.

© Copyright 2011 John Wiley & Sons, Inc. 2-14


MANAGING AND CONTROLLING THE
PROJECT

Help to decide resources

© Copyright 2011 John Wiley & Sons, Inc. 2-15


Question
• While the project manager was revising the
original estimates made for the project, he
decided to increase the project scope. this
makes
1) completing the project on time and under
budget very easy
2) completing the project on time and under
budget very difficult
3) delaying the project time but still under
budget © Copyright 2011 John Wiley & Sons, Inc. 2-16
(cont’d)
Tools for project management – Example of Gantt Chart to
evaluate project progress or redirect resources

© Copyright 2011 John Wiley & Sons, Inc. 2-17


Refining Estimates

For example, if the first phase was completed 10% over schedule, increase the
rest of your estimates by 10%.
© Copyright 2011 John Wiley & Sons, Inc. 2-18
Managing Scope
• Scope creep – Scope creep happens when new requirements are
added to the project after the original project scope was defined
and “frozen.”
• Reasons for scope creep:
 Users may suddenly understand the potential of the new system
and realize new functionality that would be useful;

 developers may discover interesting capabilities


to which they become very attached;

 a senior manager may decide to let this system support a new


Note: Sometimes,
strategy changes
that was cannot be at
developed incorporated
a recent into the present
board meeting.system even
though they truly would be beneficial. In this case, these additions to scope should
be recorded as future enhancements toJohn
© Copyright 2011 theWiley
system.
& Sons, Inc. 2-19
© Copyright 2011 John Wiley & Sons, Inc. 2-20
© Copyright 2011 John Wiley & Sons, Inc. 2-21
Managing Risk
• process of assessing and addressing the risks
that are associated with developing a
project.(causes Examples: scope creep, poor
design, optimistic estimates)
• Risk assessment
• Actions to reduce risk
• Revised assessment

The best project managers, work hard to keep risks from


having an impact on the schedule and costs associated with
the project. 2-22
Managing Risk

© Copyright 2011 John Wiley & Sons, Inc. 2-23

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