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Software Project Management


Software Project Management Intro to Adaptive Project Framework INFO 638 Glenn Booker Adaptive Project Framework Adaptive Project Framework (APF) uses selected ... – PowerPoint PPT presentation

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Title: Software Project Management

Software Project Management
  • Intro to Adaptive Project Framework
  • INFO 638
  • Glenn Booker

Adaptive Project Framework
  • Adaptive Project Framework (APF) uses selected
    portions of traditional project management (TPM)
  • Focus is on planning just-in-time, rather than
    planning the entire project from the start
  • APF is client-focused, and expects constant change

APF Structure
  • APF uses five phases
  • Version Scope
  • Cycle Plan
  • Cycle Build
  • Client Checkpoint
  • Post-Version Review
  • Planning is based on functionality, and is kept
    high level until each cycle

APF Structure
  • APF is iterative, both within a cycle, and
    between cycles
  • Cycle Plan Cycle Build Client Checkpoint is
  • Within Cycle Build is also iterative there may
    be many builds within that phase, each time it
  • Now examine each phase briefly

Version Scope
  • Version Scope is much like high level planning
    for a TPM project
  • Need to identify project scope, conditions of
    satisfaction (COS), assess project risks, etc.
  • A Project Overview Statement (POS) is written
  • Describe problems opportunities, goals,
    objectives, risks, assumptions, obstacles, etc.

Version Scope
  • This phase also produces a prioritized list of
  • This is key to setting up the cycles
  • The third output from this is a high level WBS (2
    or 3 levels of breakdown)
  • Main goal is to plan the order in which
    functionality will be implemented
  • Finally, prioritize the cost, schedule, quality
    and scope whats critical?
  • Will be used to manage the cycles

Cycle Plan
  • Cycles are 2-6 weeks duration
  • This phase plans this cycle in detail
  • Fill out the WBS down to tasks, identify task
    dependencies, and allocate resources
  • Duration is agreed to by the customer
  • Typically people work in small teams in
    parallel, working on various kinds of
  • Critical path and chain arent used

Cycle Build
  • The duration of this cycle is limited to the
    planned duration
  • The cycle plan is followed as much functionality
    is developed and implemented (as fits into the
    time allowed)
  • Monitor task status daily
  • Corrective action is taken as needed
  • Record change requests in a Scope Bank
  • Record problems in an Issues Log

Client Checkpoint
  • This is a joint customer/team quality review of
    functionality finished in this cycle
  • Compare to expected business value
  • Adjust business plan, and amend the next cycles
    scope as needed
  • Might adjust functionality priorities, add new
    functions, etc.

Post-Version Review
  • This checks the whole project against the success
    criteria established in the scope phase
  • Might need to kill the project, if severely below
  • Document lessons learned for future versions of
    this product, or new projects
  • Plan future versions of this product, if

APF Core Values
  • APF is based on six core values, which help
    define how APF thinks
  • Client-focused
  • Client-driven
  • Incremental results
  • Continuous questioning
  • Change is progress
  • Dont speculate

APF Core Values
  • Client-focused
  • View the system from the clients perspective
  • Needs and best interests of the client come first
  • Client-driven
  • Keep the client involved in the project as much
    as practical, in order to share in the projects

APF Core Values
  • Incremental results
  • Like use of prototyping, deliver a working
    application as soon as possiblein the first
    cycle if possible
  • Then expand on its functionality with subsequent
  • Continuous questioning
  • Encourage creativity, and keep looking for
    product and process improvements
  • Failure to share an idea is anathema

APF Core Values
  • Change is progress
  • to a better solution
  • Iterative development will lead to a product that
    is changing, but always improving
  • Dont speculate
  • too much on the future
  • Avoid excess planning, and other tasks which
    dont add value to the project

Version Scope phase
Version Scope
  • This phase sets the stage for the project
  • It can be done by the requestor (customer) and
    provider (project manager)
  • Preferably done in person
  • Make sure agree on terminology
  • Prepare the POS, much like done in TPM

Version Scope
  • It is particularly important to define the vision
    of what the product will be
  • Need a consistent point of reference for changing
    scope during the cycles, and during evolution of
    the product
  • The overall budget and schedule (timebox) of the
    project need to be clearly defined
  • Version timebox should be lt6 months

Version Scope
  • The WBS needs to be defined to mid-level 2 or
    3 levels of structure
  • Down to the scope of functionality planned and
    implemented within each cycle
  • Focus on higher risk elements first
  • Gives more time for corrections if problems

Version Scope
  • Likewise, higher complexity functions should be
    developed early, as should the highest business
    value functions
  • If customer is impatient, plan short duration
    features first
  • Naturally, dependencies among features may
    influence the above guidelines

  • Can use various methods to determine the
    priorities of features
  • Forced Ranking approach
  • List the features, and have several stakeholders
    rank them on a 1-10 scale (high to low priority)
  • Add rankings for each feature
  • Features with lowest total score are highest

  • A simpler approach is to group features into
    high, medium, and low priority buckets
  • A.k.a. Must have, should have, and nice-to-have
  • Nice for small projects

  • Or use the Q-sort method
  • Divide list into high and low priority
  • Then within each list, divide again into high and
    low priority
  • Keep repeating until enough buckets have been
    defined to make each one manageable within one

Balancing Project Scope
  • Recall the scope triangle
  • Cost, schedule, and resources are the variables
    you control to result in product features (scope)
    and quality (p. 292)
  • The scope and quality determine how big the
    triangle is you need to balance the other three
    factors to produce it

Balancing Project Scope
  • So if any of the constraints on the project
    change (e.g. cost, time, or resources available),
    that will affect the other two
  • If none of the possible solutions fit, might have
    to change the scope and/or quality requirements
    to change the size of the triangle

Number of Cycles
  • Once we have a handle on the project objectives
    and scope, need to establish the preliminary
    number of time boxes, and how long they are
  • Try fixed duration for all time boxes may tweak
  • Might use development time of the most complex
    cycle to set the time box size
  • Consider client attention span too

Assign Functions to Cycles
  • Map the functions to cycles, based on
    implementing the highest priority stuff first
  • Focus on the first few cycles
  • Balance resource needs for each cycle as needed
  • Make sure key stuff gets delivered early on

Cycle Objectives
  • Finally, prepare objective statements for the
    first few cycles
  • Tell customer what they should expect from each
    cycle (deliverables)
  • Keep focus on business functions and value to the

Wrap it Up
  • This concludes the Version Scope phase
  • The scope of each cycle will be subject to
    change, depending on what actually happens
  • But you want to tell the customer what the scope
    of the project is, and what the first few cycles
    will bring (hopefully)