Software Project Management

1. Software Project Management Cycle plan and build INFO 638 Glenn Booker Lecture #8

2. Cycle Planning • Cycle planning is performed like in traditional project management (TPM), but there are key differences • In APF, the planning is done in detail only for the next cycle – not the entire project at once • APF planning may or may not use project software; it could be done with more informal tools Lecture #8

3. Cycle WBS • In the APF scope definition, we had to define the WBS down to what is called mid-level • Essentially, this means we defined work down to the cycle level, then stopped high level planning • Now we pick up from there for the first (or later iterations, next) cycle Lecture #8

4. Define this level of WBS in the APF Scope phase; now use one or more subfunctions as the scope of one cycle, and define activities and tasks to implement that cycle in more detail. Fig. 15.2 Top to Mid Level WBS Lecture #8

5. Beware Micromanaging • With such a small scope to be planned, it’s easy to micromanage APF projects • Might be good to micromanage if very novice staff, or previous projects had serious trouble with estimation • Otherwise, avoid by setting a limit on the smallest task – 4 hours, 8 hours, etc. Lecture #8

6. Estimate Task Duration • This follows the same estimation method you’d use for any other project • Estimate the reasonable time needed to complete each task, given normal levels of productivity Lecture #8

7. Estimate Other Resources • Consider whether other resources are needed for this cycle • Facilities • Equipment • Money • Materials • Failure to plan for long lead items can cause serious problems in APF Lecture #8

8. Sequence Tasks • Keeping the time box in mind (the overall time limit for the cycle), sequence the tasks to be done and assign resources to each of them • That’s it for planning a cycle • Pretty painless, huh? Lecture #8

9. Cycle Build • It is assumed that Cycle Plan is done by one person or part of the team • Cycle Build requires the whole team’s presence to refine the schedule if needed • Identify specific resources for each task, and ensure conflicts are resolved and workload is balanced Lecture #8

10. Cycle Build • Typically the smallest time unit needed is a half day’s work (4 hours) • Less than that isn’t worth planning, and leads to micromanagement • Arrange tasks in a Pert-like format • Check resource availability, both people and facilities Lecture #8

11. Work Packages • Identify critical tasks for which a work package might be needed • Could use formal critical path, but key tasks should be easy to find • Can also use work packages for high risk tasks, or those which require previously unknown skills Lecture #8

12. Build Cycle Functionality • Start building the functionality promised for this cycle, following the plan just developed • During the cycle, daily stand-up meetings are used for status • Stand up so it doesn’t drag on forever • Monitor the system scope & their priorities, and issues identified Lecture #8

13. Scope Bank • The scope bank is used as a change control tool for the functionality of the system • It should be visible to all, including the customer • Its contents are reviewed at each Client Checkpoint phase Lecture #8

14. Issues Log • An issues log is maintained to flag and track problems • It should be visible to the development team, and is continually updated Lecture #8

15. Scope Matrix • This isn’t a separate tool • It just emphasizes that entries to the Scope Bank or Issues Log need to be prioritized when they are entered • Discuss the impact of scope changes, and how resolving issues might be influenced by project priorities Lecture #8

16. Daily Team Meetings • As noted earlier, daily team meetings are the norm in each cycle • Keep them very brief (15 min) • Focus on status with respect to the plan, and if behind schedule, describe what plan there is to get caught up • Scope changes and problems are noted, but not discussed in this meeting Lecture #8

17. Status Reporting • Daily status is posted in the main project location (“war room”) • Brief written status reports for the customer are prepared at the end of each cycle • Longer reports to senior management are prepared at the end of each version Lecture #8