Chapter 9 Project Development

What to manager Client experience  Clients are very important  Happy or not is largely dependent on their expectations  Communicate == who, what, when, how  Many meetings, issues  Status reports to stakeholders Project schedule – delta between the plan and reality Budget -- tracking and managing Team  Workload, motivation, health, culture Scope  Score  Feature Constraints  Resource (people, tools, training, expert, etc)  Time  $ Obstacles Ricks Changes

Development workflow CodingChange Management Code ReviewUnit Test Bugs ? Yes No Other Tests Test Logs and Defect reports Feature complete, stability test passed, alpha ready

Monitoring and Managing Progress Use of Resources Tasks and Milestones Status Reports Budget Quality of the product Builds and releases Defects Documentation Communications

Tracking and managing the budget Measurement  Earned Value Analysis Budgeted cost of work scheduled BCWS (how much on 1/1/2008) Budgeted cost of work performed BCWP (how much to do Use case #3) Actual cost of work performed ACWP (how much did we spend on doing Use case #3?)  Charts, numbers, tables ( for details) Analysis  Schedule variance (SV) indicate you are behind schedule and happens when BCWP is less than BCWS  Schedule Performance Index (SPI) = BCWP/BCWS, > 1 indicating your are ahead of your schedule  Cost variance (CV) is when BCWP you are over your budget  Cost Performance Index (CPI) == BCWP/ACWP, the small the better

Controlling budget Crashing – shorted the time Overtime – adding manpower without the cost – bad, but sometime it is just about the only way out Fast track – carry out tasks concurrently, use it to get the people, not to cut corners Phased implementation – reduce features

Stay within budget Start from invoice  More frequent  Receive a copy directly Review/Approve spending

Cut Budget Cut team member – highly paid first  Improve process – really? Change scope Remove dependencies ASAP to shorten the project Remove cookies and other goodies  Using contingency budget

Budget Related Risks Technology costs changes Requirement changes Organization changes Inexperience in budgeting