Project Management 101 CS3300 Fall 2015

Generic Management Planning Organizing Staffing Leading / Directing Controlling To accomplish goals of an organization

Phases of Managing a Project

Stages of Projects Wild Enthusiasm Disillusionment Total Confusion Search of the Guilty Punishment of the Innocent Promotion for the non-participants

Mind Map

Triple Constraint

Scope Definition What is in the project What is not in the project Manage Customer Expectations

Techniques to Identify Work To-Do List Approach Work Breakdown Structure User Stories / Use Cases / Story Cards

Work Breakdown Structure From Readings:  Deliverable Oriented  Nouns, not verbs  Numbered by levels for reference  Two-week (80 hour) rule (for stopping decomposition)  Contains all the work to be done  Lowest level are work packages  Final WBS is the scope of the project

Catch-22 To prepare a work breakdown structure, we have to know what we are going to build!!!! That means we have to gather requirements and have a deliverables list for the customer. So even though the requirements are a deliverable on the wbs, and need to planned and budgeted, they have to be done before we can complete the plan.

Now we transition from the WBS to a schedule Convert the work packages into activities (verb oriented, things you are going to do to develop the deliverables. Estimate the time required for each activity Decide pre-requisites Create the activity diagram for CPM

Table of Activities ActvityTime EstimatePre-Req A5 B4A C3B,E D6C E2

Activity Cell Early Start Late Start Early Finish Late Finish Activity Name Duration

Activity Diagram Start A E B C 3 18 D 6

Critical Path Term Float (Slack) = LS - ES Critical Path = The path that has no float Fast Track = Apply more resources to an activity on the critical path to finish sooner Resource CPM = adding resource and cost to the nodes to allow estimation of resources.

How do we estimate? Traditional CPM: pessimist + 4 * most likely + optimist / 6 Estimate product size (pages of documention or lines of code), then use productivity numbers Historical Data / Analogy

Develop a Staffing Plan For each activity, determine job descriptions required Then determine amount of effort From effort and descriptions, list people required Activity diagram will also give you a hiring curve (normally bell-shaped)

Finally resources For each activity, we can also determine specific hardware and software resources necessary for the activity. Taken all together, this gives us the preliminary project plan. This technique is “activity-based costing”