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Software Project Management

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Done by scheduling 8 hours of work per day, or using weekends and/or holidays as work days ... and manage the tasks within an activity are work packages ... – PowerPoint PPT presentation

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Title: Software Project Management


1
Software Project Management
  • Resource availability and critical chain
  • INFO 638
  • Glenn Booker

2
Resource Availability
  • To make a project schedule complete, resources
    need to be assigned to each task
  • Need to identify the number of resources, and
    their roles
  • 3 senior programmers
  • 0.1 program manager
  • 1 database analyst, etc.

3
Resource Availability
  • Now we need to determine if the project can be
    completed with the resources available
  • The key is to balance the resources with the
    tasks they need to accomplish some refinement
    of the tasks and activities in the project is
    often needed

4
Leveling Resources
  • Resource assignments are generally done
    task-by-task at first
  • Then need to add up the planned resources and
    look for potential problems
  • Over committing people
  • Resources inconsistent with project priorities

5
Leveling Resources
  • Lack of management to monitor the project
    resources
  • Lack of accounting for employee turnover
  • Leveling should result in no resource being
    planned to work more than 100 of the time
  • And we want a logical flow of resources needed
    no wild fluctuations

6
Leveling Resources
  • No schedule is typically perfect we want to get
    reasonably close however
  • Strategies to level resources include
  • Use available schedule slack
  • Shift the project finish date
  • Smoothing

7
Use available schedule slack
  • Slack is the amount of time a tasks start or
    completion could be changed without affecting
    project completion
  • Hence we can slide tasks left right on the
    schedule within the limits of their slack time to
    smooth out resource needs

8
Shift the project finish date
  • If the completion date isnt critical, consider
    moving it to the right (later) in order to avoid
    resource conflicts (multiple tasks needing the
    same resource at once)
  • Otherwise might need to reduce the project scope
    to eliminate conflicting tasks, or defer feature
    completion to later releases

9
Smoothing
  • Here, smoothing refers to deliberately planning
    people to work overtime to accomplish certain
    tasks
  • Done by scheduling gt8 hours of work per day, or
    using weekends and/or holidays as work days

10
More Approaches
  • Other ways to help smooth the resource needs
    include
  • Decompose activities into smaller tasks, and
    spread out when those tasks are done
  • Stretch the duration of tasks, thereby reducing
    the number of resources needed
  • Use less skilled resources, and extend the
    schedule for the task accordingly

11
Cost of Resource Leveling
  • Often leveling or smoothing resources can lead to
    a longer project schedule
  • This may increase the cost of the project,
    particularly if fixed project costs are affected
    (e.g. facility rent)
  • More direct costs could include failure to earn
    early completion incentives, or penalties for
    late project completion

12
Micro-level Planning
  • Its possible to plan subtasks to a very fine
    amount of detail (day or two subtask task
    durations)
  • This can be a good strategy for understanding
    serious estimation problems
  • In general, however, the added cost of planning
    and tracking isnt worth it

13
Work Packages
  • Earlier we defined a project as having
    activities, which are broken into tasks
  • A way to describe and manage the tasks within an
    activity are work packages
  • The work package describes the tasks to be
    accomplished, relevant dates, and who will do the
    work

14
Work Packages
  • Sometimes a work package is also a contractual
    mechanism to describe a chunk of work to be
    accomplished
  • The manager of a work package is responsible for
    managing the tasks needed to get the work done,
    and report the time and effort needed, and the
    work packages status

15
Work Packages Insurance
  • The work package can also be seen as insurance to
    describe the work in enough detail to help
    recover if turnover is a problem
  • During the peak of the dot-com boom, this would
    have been a very wise strategy to follow

16
Work package assignment (p. 155)
17
Work Packages
  • The list of all work packages are summarized,
    like shown on the previous slide
  • Then each work package (A, B, etc.) is described
    in task-level detail using the form on page 156
    of the text
  • Notice that several fields in the top of the form
    come from the main schedule predecessors,
    successors, critical path, etc.

18
WP Implications on schedule
  • Whether you use work packages has strong
    implications on the level of detail that appears
    in your master schedule
  • If using work packages, you could plan to the
    activity level, and leave the details of each
    activity to the work package managers to define
  • If not using work packages, the main schedule
    needs to plan to the task level

19
Complete Project Plan
  • With the project defined to the task level you
    have enough detail to estimate the labor costs,
    and are able to provide a complete project
    proposal to upper management for approval to
    proceed

20
Critical Chain Project Management
  • Critical Chain Project Management (CCPM) is
    another approach to managing resource conflicts
  • Key additional reference is Critical Chain
    Project Management by L. Leach, ISBN 1580539033

21
Critical chain vs. critical path
  • The critical path is the longest duration through
    the project
  • Doesnt consider the resources needed for tasks
    along the critical path
  • Critical chain is the longest path through the
    project, considering both task dependencies and
    resource constraints

22
How is CCPM different?
  • CCPM is based partly on some statistical concepts
  • The duration of any task will vary, depending on
    various reasons
  • Those reasons could be due to common causes
    (normal random fluctuations) or special causes
    (specific causes which could be identified)

23
Common Special Causes
  • Common causes are accounted for in the
    contingency planning for each task the amount
    of time needed to ensure its completed on time
  • Special causes are dealt with as part of risk
    management

24
Plan for 50 Completion Time
  • Normally we plan each task so that 90 of the
    time wed finish on time
  • This includes a lot of time for each task
    compared to the 50 completion time (the task
    time wed finish in 50 of the time)
  • CCPM plans for the 50 completion time, and adds
    the additional time as contingency time

25
Figure 12.1, page 254
  • This is what the cited figure means the white
    part of each task is the time needed to finish it
    50 of the time
  • The grey part is the difference between 90 and
    50 completion times
  • In CCPM we lump the 50 times together, and lump
    the grey parts into a contingency time period

26
Notice the assumption
  • The text assumes that the difference between 90
    and 50 completion times is very large
    typically half of the planned duration
  • So tasks with a 90 duration of 6 days, have a
    50 duration of 3 days
  • Is this realistic?

27
To create a critical chain path
  • Start with the early schedule from traditional
    project management (TPM) figure 12.2, the
    critical path is tasks C1-C2-C3
  • Replace the 90 completion times with 50
    completion times for every task

28
To create a critical chain path
  • Convert the early schedule to the late schedule,
    and show resources the late schedule is shown in
    Fig 12.3
  • Look for resource conflicts, and adjust the start
    time for each task(here its assumed each person
    can work one task at a time)
  • Add time buffers

29
Time Buffers
  • Buffers are time intervals added to the end of a
    series of tasks to allow for contingencies
  • Buffers can be used for many reasons
  • Project buffers
  • Feeding buffers
  • Resource buffers

30
Project buffers
  • Project buffers are at the end of a critical
    chain, to protect the overall project schedule
    (allow for general contingencies)
  • If T50i is the 50 completion time for task i on
    the critical chain, T90i is the 90 completion
    time for task i, then project buffer sqrt S
    (T90i T50i)2

i
31
Feeding buffers
  • A feeding buffer is a buffer at the end of a
    series of tasks which feed into the critical
    chain (like a stream which feeds a river)
  • It is calculated the same as a project buffer

32
Resource buffers
  • A resource buffer isnt a time buffer at all
    its a flag to warn that a particular resource
    will be needed soon
  • So its an alarm clock!
  • A resource buffer is established some time
    interval before the resource is needed (1 week, a
    month, etc.)

33
Return to CCPM example
  • Resume the example from slide 28
  • Add feeding buffers onto the end of tasks A1-A2
    and B1-B2 (since they feed the critical chain C)
  • Add project buffer onto the end of tasks C1-C2-C3
    (since it is the critical chain)
  • Notice that resource conflicts arent considered
    for buffer time periods

34
Return to CCPM example
  • The project which was 16 days originally (under
    TPM) is 13.7 days using CCPM
  • A schedule reduction of 14

35
Managing a project using CCPM
  • Since the nominal task duration is only met 50
    of the time, there have to be careful rules for
    managing the buffers
  • Three levels of warning are established
  • When the first, second, and final thirds of the
    buffer are entered
  • None for when the buffer is exceeded?

36
Managing a project using CCPM
  • How seriously each of these warnings is treated
    depends on how far into the series of tasks you
    are when the buffer is used
  • Again using a scale of first, second, and final
    third of the tasks accomplished
  • This produces the chart on page 261

37
Managing a project using CCPM
  • So if a series of tasks is 15 days long, and has
    a 10 day buffer
  • If you are 8 days into the buffer after
    completing 7 days of the tasks work
  • The tasks are 7/15 into the work, which is the
    second third of the tasks
  • The buffer used is 8/10, which is the final third
    of the buffer
  • Hence the diagnosis is Serious problem
    implement the solution

38
CCPM Summary
  • So CCPM uses a little statistics, and a little
    risk management theory to reduce the planned
    schedule for completing a project
  • Several examples of success using CCPM are cited
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