February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 1 CHAPTER 4 DETAILED PLANNING Overview & WBS NOTICE: This material is copyrighted and may be copied or downloaded ONCE ONLY by students who are registered in this course at Southern Methodist University or National Technological University.

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # Detailed Planning Overview Overview The Work Breakdown Structure 5 - Size Estimates -- Lines of Code / Function Points 6 - Effort, Schedule and Cost Estimating Scheduling 8 - The Software Development Plan Text, chapter 6

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 3 Detailed Planning in Context Manage Risks Define the Approach Generate Detailed Plans Understand the Need Monitor Execution

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 4 Three Principles of Planning (1) 1. The precedence principle: Planning logically takes precedence over all other managerial functions 2. The effective planning principle: Plans will be effective if they are consistent with the organization’s policy and strategy framework (1) Reifer, Donald, “The Nature of Software Management: A Primer,” Tutorial on Software Management, IEEE Computer Society Press, 1986, p. 43.

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 5 Three Principles of Planning (continued) 3. The living document principle: Plans must be maintained as living documents or they quickly lose their value

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 6 The General Management Process Plan Monitor Do Assess Plans New Knowledge Metrics Information Knowledge

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 7 Detailed Planning Process Detailed Planning Goals Lifecycles High level Schedule Complexity Model Communication Model Process Model SOW / Contract Requirements Expectations Commitments Risks PEOPLE MANAGEMENT APPROVAL TRAININGFACILITIES CONSENSUS WBS (Work Breakdown Structure) Estimates of Size & Cost Detailed Schedule SW Development Plan Risks

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 8 Detailed Planning in Government Contract Context Carry Out Next Phase Previous Phase RFP for Next Phase Write Proposal Contractor Selection Contract Negot- iation Note: - overlap of previous phase with proposal activities - gap between previous phase and next phase DETAILED PLANNING USUALLY STARTS DURING PROPOSAL! (Initial planning should start even before that.) time Govern- ment Cont- ractor } }

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 9 Objective of Detailed Planning To describe in detail how the project will satisfy the requirements of the project Who? When? How?

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 10 Risks Associated with Detailed Planning Incomplete or incorrect estimates due to lack of sufficient detail or lack of sufficient information – Guesstimates instead of legwork to get accurate data

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 11 Risks Associated with Detailed Planning Incomplete flow of system level constraints – Example: failure to accommodate special system limitations, financial constraints, etc. Insufficient visibility into other parts of the system – Hardware – Test Sets – Maintenance and Support Plans – etc.

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 12 Facts vs. Innuendo Fact 1: Electric Company raises electric rates by $1 per person per month Fact 2: There are 10 million people living in the city Fact 3: There are 12 months in a year

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 13 Newspaper Headline Electric Rates Rise by $120 million!!! “Consumer rip-off”, cries local activist.  ’  ’    ’  ’    ’  ’    ’  ’    ’  ’    ’  ’ 

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 14 Facts vs. Innuendo Part II Fact 1: Electric Company lowers electric rates by $1 per person per month Fact 2: There are 10 million people living in the city Fact 3: There are 30 days in an average month

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 15 Newspaper Headline Part II Electric Rates Cut by 3 Cents “Big Deal!”, cries local activist.  ’  ’    ’  ’    ’  ’    ’  ’    ’  ’    ’  ’      

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 16 Ways to get Wrong Conclusions Lack of Data Missing Facts Distorted Facts Opinions without substantiation Biases Lack of Visibility etc. Truth Bias Opinion Guess

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 17 Risk Mitigation Review assumptions with all affected parties Work the details. Don’t guess if you don’t have to guess. Communicate with those working on other parts of the system Plan to replan Replanning Plan actions Planning actions feedback feedback for next replan Updated Plan Replanning

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 18 Detailed Planning - Processes Estimate Size Estimate Effort and Cost Estimate Schedule Evaluate Source Information Statement of Work Requirements Constraints Standards Processes History etc. WBSSize Effort & Cost ScheduleOK Complete Detailed Planning Revise & Negotiate Not OK

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 19 Detailed Planning - Questions How Big Is It? How Much Will it Cost? How Long? What Do We Do When? Is This Acceptable? What Do We Have To Do? WBSSize Effort & Cost Schedule OK Complete Detailed Planning What Can We Change? Not OK

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # The Work Breakdown Structure (WBS) Definition: A work breakdown structure is a hierarchical list of the work activities required to complete a project. Parser Code Generator File System Run Time System User Interface Manage Software Development Build “C” Compiler Build Test Suite Write Documentation Write Installation Software Software for “C” Compiler

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # The Work Breakdown Structure (WBS) cont This includes tasks for: - Software development - Software development management - Support of software development - Any other activities required to meet customer requirements, such as creating documents, training programs, tool development or acquisition, travel, etc. Parser Code Generator File System Run Time System User Interface Manage Software Development Build “C” Compiler Build Test Suite Write Documentation Write Installation Software Software for “C” Compiler

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 22 Why Use a WBS? The WBS is the tool you use to document all work that must be done to develop and deliver the software in a satisfactory manne

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 23 Why Use a WBS? Although this information is “redundant” with the various “source” documents (SOW, requirements document, design document, etc.), it serves to consolidate information from many sources into one place and into an organized format.

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 24 The WBS Is... A “table of contents” for the project.

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 25 Top Level Role of WBS Historical Records (at end of project) Cost Estimate (proposal &/ project start) Cost Tracking (during execution) WBS Source Documents (SOW, Requirements, contract, test criteria, etc,)

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 26 An example of a WBS Shown as a Tree Parser Code Generator File System Run Time System User Interface Manage Software Development Build “C” Compiler Build Test Suite Write Documentation Write Installation Software Software for “C” Compiler

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 27 An example of a WBS Shown as Indented Text 1Software for “C” Compiler 1.1Build a “C” Compiler 1.1.1Build a User Interface 1.1.2Build a File System 1.1.3Build a Parser 1.1.4Build a Code Generator 1.1.5Build a Run Time System 1.2Build the Test Suite for the Compiler etc. 1.3Write Documentation 1.4Write Installation Software 1.5Manage Software Development

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 28 1.n The compiler project 1.n.1 - The basic parts of the compiler 1.n the steps of the development process 1.1Build a “C” Compiler Build a User Interface Analyze Requirements for User I/F Design the User Interface Code the User Interface Test and Integrate the User Interface etc. Example of an Additional Level of Detail in a WBS

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # n - The steps of the development process n - the basic parts of the compiler 1.1Build a “C” Compiler 1.1.1Analyze Requirements User I/F File System Parser Code Generator Run Time System 1.1.2Design etc. Alternative Example

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 30 Speculation With object oriented and relational databases, perhaps we could come up with a new concept of a work breakdown structure that is not hierarchical We could then look at things any way we wanted to, such as: – by process – by software component – by responsibility – etc.

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 31 Purposes of a WBS To organize the work to be done To illustrate the work to be done To assure that all necessary work has been identified To divide the work into small, well defined tasks

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 32 Why Do a WBS? To facilitate planning, estimating and scheduling of the project To identify contractual tasks and deliverables To provide a basis for data monitoring and historical data collection

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 33 Some Uses of a WBS Cost Estimating – To make sure that all tasks are estimated – To make sure that each element of the estimate corresponds to a necessary task – To “roll up” costs of individual elements to get total costs for sub-elements or for the system as a whole

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 34 Some Uses of a WBS cont Cost Accounting – Work is assigned and “charged” based on specific WBS elements – You can then determine the actual cost of each element Schedule Performance – You can monitor which tasks are complete

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 35 Additional WBS Terminology Activity Work Package Cost Content Summary WBS Dictionary DO X DO Y DO Z DO Q STORAGE

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 36 The Activity A specific task to be performed. Occurs at all levels of the WBS. Activities DO X DO Y DO Z DO Q STORAGE

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 37 Characteristics of an Activity Generally, each activity corresponds to some documented work requirement, such as a SOW paragraph or customer work order. Some activities are merely implied – Management, Acquisition of resources, Details of development process etc.

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 38 Work Package The Work Package It is a bottom-level or “atomic” activity in the WBS Represents a task or group of tasks whose costs will be tracked and estimated together

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 39 Typical Work Package Properties Associated with a concrete event or milestone Suitable for independent cost estimating and tracking Small enough to manage and large enough to be worth tracking separately Suitable for allocating part of the budget – people, hours, dollars, computers, etc.

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 40 Examples of Work Packages Design of a software component Travel to customer for interchange meetings Management of development for an individual software product Quality assurance for the software product Configuration management for the software product

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 41 Alternative Work Packages for Configuration Management Tasks Configuration management for the software product Configuration management for a specific software component Configuration management for the design phase of the life cycle

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 42 Guidelines for Selecting a Work Package Start with the Process – Associate each work package with a discrete portion of the process [all or part] Consider the Design (high level) – Associate each work package with a discrete portion of the software, such as a configuration item or major component

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 43 Guidelines for Selecting a Work Package (continued) Consider the Nature of the Work – Associate a work package with a given type of work or payment – For example, separate travel from equipment from development labor

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 44 Cost Content Summary Item: Travel for Customer Interchange Meetings WBS #: Cost: $16,800 Description: Four trips to customer for I/C meetings. Each trip will involve 3 engineers and be 2 days long Cost Calculation: 4 * 3 * 2 * $700/day = $16,800 Cost Content Summary A description of a work package and a rationale for its cost estimate

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 45 WBS Dictionary A supplement to the WBS that provides additional detail for each WBS activity Typical contents for a given activity: – Inputs, Outputs, Performance Goals & Reviews – Exit or Completion criteria – Sub-activities that make up this activity – Detailed description (if a work package) Other contents are derived from the process

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 46 Example WBS Dictionary for a work package Name : Design the File system (for compiler) WBS #: Performance Goal: 3 months Inputs: Requirements Specification for the file system Output: File system design description Reviews: Preliminary design review, detailed design review and intermediate peer reviews Exit Criteria: File system design addresses all requirements and meets design standards Detailed Description: Using the Booch method, use object oriented design technique to establish a design for the file system.

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 47 Example WBS Dictionary for a higher level activity Name: Develop File system (for compiler) WBS #:1.1.3 Performance Goal: 8 month schedule Inputs: Requirements specs for file system Output: File system code Reviews:Preliminary design review, detailed design review, test status review, formal qualification test, internal peer reviews Exit Criteria: File system passes functional tests based on requirements Subtasks: Requirements analysis ( ); design ( ); code ( ); integrate ( )

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 48 Possible Exam Questions  Explain the purposes of a WBS  Discuss three possible uses of a WBS, explaining each  Define each of the following and explain its use: – Work Package – Cost Content Summary – WBS Dictionary

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 49 Goals of a Good WBS (1) 1) Specify the ingredients of the project clearly and concisely 2) Identify the responsibilities of each task and its place within the whole 3) Identify project performance targets at every level (1) Maciariello, Joseph A., “Making program management work,” Tutorial on Software Management, IEEE Computer Society Press, 1986, p. 93.

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 50 Goals of a Good WBS cont 4) Support the comparison of actual performance with target values 5) Motivate people to meet targets

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 51 Observations on the WBS Different parts of the WBS could have different levels of detail Later updates of the WBS could provide more detail than what is developed initially

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 52 Observations on the WBS cont Avoid making too many very small work packages – If several of them have nearly identical descriptions, see if you can combine them. – Each level in the WBS multiplies by 5-10 the amount of detail that must be estimated, tracked, etc.) Trace the WBS to the requirements

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 53 Construction of a WBS (high level view) 1) Develop (or refine) the WBS 2) Trace the WBS to the source documents 3) Perform (or update) cost and schedule estimates

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 54 Construction of a WBS (high level view) (continued) 4) Determine if WBS is consistent with cost and schedule data 5) Identify Risks 6) Repeat as necessary – To correct discrepancies – To refine during replanning

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 55 Steps to developing a WBS 1. The Software Hunt 2. Place software in the context of a larger WBS 3. Determine the architecture of the software portion(s) of the WBS 4. Populate the chosen WBS structure with tasks from Source Documents 5. Develop WBS to Source Documents trace matrix 6. Determine the Cost Category for each activity

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # The Software Hunt Go through the source documents and make a complete list of all items that impact the cost of doing the software DocumentParagraph Description SOW1.3.4 Design Software for Compiler SOW2.3.3 Travel for Design Reviews... Contract a Follow ISO Standard 5432f Rqmts. Doc.3.4 Use data compression... CustomerMeeting on 3/5/95 Code all software in C++

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 57 Source Documents Don’t forget that there are many possible source documents SOW - usually the best item to start with Specifications Concept of Operation documents Requirements Documents of Many Kinds Design Documents Standards (internal and external) Customer Conversations Test Criteria or Expectations

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # Place Software in the context of a Larger WBS Many organizations have a standard WBS architecture for projects If not, then determine what project requirements may be applicable – For example, your project manager may have a specific approach -- number of levels, where to show certain kinds of costs, etc.

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 59 Example: Software Embedded in Hardware Radar Sig. Proc.AntennaPower S.Cabinet Computer Software Analog This approach can result in a large number of software elements in the WBS. A spreadsheet may be handy for tracking them all.

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 60 Example: Software Independent of Hardware This approach may tend to isolate software planning from the rest of the system, resulting in inconsistent interpretations of requirements, etc. System Software ElectricalMechanicalManagement Editoretc.Compiler

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # Determine the Architecture of the Software WBS Many organizations have standard WBS architectures to help keep track of costs consistently across the organization Different software products (configuration items) may need different WBS structures continued…

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 62 Some “Standard” Architectures for a Software WBS Software Word Proc. Data base Spread sheet User I/f Editor For- matter RqmtsDesignCodeTest Software Word Proc. Data base Spread sheet User I/f Editor For- matter RqmtsDesignCodeTest

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 63 Example WBS Architectures All Software Products Components Process Steps All Software Process Steps Products Components All Software Organizations Products... All Software Products Organizations...

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # Populate the WBS Assign each activity identified in step 1 to an appropriate place in the work breakdown structure SOW 1.1.1Develop C Compiler 1.0 Software for “C” Compiler SPEC 2.0Develop Compiler 1.1 Build a “C” Compiler SPEC 2.1User I/F for PC Build a User Interface PROC STD 3.4Requirements Analysis RA for User I/F PROC STD 3.5 Design Design for User I/F SPEC 2.2File System Build a File System SPEC 3.0Test IAW Company Stds 1.2Build the Test Suite SOW 2.3.4Provide User Guide 1.3 Write Documentation

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 65 DocumentParag WBS#Description SOW Design Software for Compiler SOW Travel for Design Reviews Requirements Specifications Perform Quality Audit 5. Construct a Trace Matrix from the WBS to the Source Documents Add a WBS activity number column to the matrix constructed in step 1.

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 66 Additional (Optional) Information in WBS Trace Who is responsible for estimating cost Who is responsible for development What paragraph of the software development plan addresses this task What standards are to be applied in performing this task What is the final cost estimate for this WBS item – Often filled in after estimating cost

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 67 Using the WBS Trace Matrix 1) Sort by source document & paragraph and make sure each task is covered in the WBS 2) Sort by WBS number and make sure each corresponds to a legitimate activity that must be performed 3) Sort by WBS and requirements document to identify all the requirements that must be met by each activity (helps in cost estimating)

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 68 DocParag WBS#Description SOW Design Software for Compiler SOW Design Software for Editor SOW Use Booch Design Method SOW Travel for Design Reviews Suppose SOW says "design software" and SOW says "use Booch design method" Redundancy OK in the Trace Matrix

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 69 Document Parag WBS# DescriptionCategory SOW Design Software for Compiler S SOW Travel for Design Reviews C... Continued Determine Cost Categories Determine the cost category for each element in the matrix (from step 1 or step 5) or the WBS (Step 4)

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 70 Possible Cost Categories

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 71 Develop a WBS - Notes See Assignment 4 for more information If cost category step is not done here, it needs to be done later, during the cost estimating process

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 72 Notes There will be some items from step 1 that are scattered throughout many WBS elements (example: use a particular standard or a particular programming language) – But costs specific to that standard or language may be separate WBS elements -- such as purchasing a compiler or carrying out a mandated review or producing a document that would not otherwise be needed

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 73 Notes (continued) There may be some items from step 1 that do not seem to fit the standard WBS form – Examples: warranty costs, special testing,... – You usually just add another element somewhere – You may need to be creative

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 74 Notes (continued) Some items in the organization’s standard WBS may not be explicitly stated in source documents – Examples: training, management, facilities, development tools For these you determine whether they are needed and, if so, work with your customer or system engineer to define them in statement of work or other source documents.

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 75 Notes (continued) The standard WBS acts as a reminder not to forget things like these.

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 76 Examples of WBS Issues - Customer Imposed Format Issue : Customer requires that the design document should be written in a specific format that your process does not require – It will cost you extra money and time to do this – You will need to learn how to use the customer’s desired format

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 77 Resolution Option A: Include the incremental cost of producing this format as a separate WBS item – This shows the customer what it costs – Be prepared to reduce the cost accordingly if the customer says “OK, use your own format.” Option B: Add the cost into the basic cost of software development – Will make your productivity rate slightly lower

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 78 Examples of WBS Issues - Representing the Cost of Support Tasks Issue: Configuration management is a significant overall cost, but a minor increment to individual component cost estimates – How do you represent it in the WBS?

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 79 Resolution of Support Cost Issue Option A: Include a CM task for each software component or product – Tends to create a lot of small work packages Option B: Include all CM cost as a separate item at a higher WBS level. – Tends to obscure the details of what it costs, and makes the total look large and consequently invites arbitrary cuts in CM cost

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 80 Examples of WBS Issues - Organizational Standard Not Being Followed Issue: Customer or program manager requires a WBS format or architecture that does not conform with organizational standard – The standard format serves as a checklist to be sure you are complete – And you may be called on the carpet for violating that standard

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 81 Resolution Option A: Use a Spreadsheet program to sort the WBS into either format Option B: Negotiate to see if they will accept the standard format Option C: Retain documentation of “non-standard” requirement and trace your format to the standard format

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 82 Risks in Preparing a WBS

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 83 Risks - I Too Much Detail Increases overhead of monitoring and estimation Customers or managers might insist on tracking based on the WBS You may have two WBSs to get around this: a “formal” WBS at the high level and a “working” WBS at the detail level

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 84 Risks - II Work Packages are Vague Look for concrete starting & ending events with specific evaluation criteria A work package should be discrete, trackable, & measurable

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 85 Risks - III Excluding certain tasks Make sure everything is covered – It is easy to assume someone else covered it If you don’t know, ask Exclusion implies 0 cost, which is rarely true if you must do the task

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 86 Risks -IV Duplication of activities It is easy to have the same work show up in more than one place, especially on a large project Managers must “scrub” the WBS

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 87 Risk Mitigation Approaches WBS inspection or walkthrough – Look for completeness, consistency, well defined activities, etc. – Let others see the WBS (you tend to have tunnel vision and may miss something) Trace to source documents (and, later, to cost estimate) Remember that the WBS is part of the plan – Include WBS revisions in replanning activities

February 2, 2000 CSE SW Project Management / Chapter 4 - Detailed Planning Overview and WBS Copyright © , Dennis J. Frailey, All Rights Reserved Slide # 88 END OF CHAPTER 4