Software Project Management

1
Software Project Management

• Cycle plan and build
• INFO 638
• Glenn Booker

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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

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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

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Top to Mid Level WBS
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Beware Micromanaging

• With such a small scope to be planned, its 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.

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Estimate Task Duration

• This follows the same estimation method youd use
  for any other project
• Estimate the reasonable time needed to complete
  each task, given normal levels of productivity

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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

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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
• Thats it for planning a cycle
• Pretty painless, huh?

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Cycle Build

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

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Cycle Build

• Typically the smallest time unit needed is a half
  days work (4 hours)
• Less than that isnt worth planning, and leads to
  micromanagement
• Arrange tasks in a Pert-like format
• Check resource availability, both people and
  facilities

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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

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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 doesnt drag on forever
• Monitor the system scope their priorities, and
  issues identified

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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

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Issues Log

• An issues log is maintained to flag and track
  problems
• It should be visible to the development team, and
  is continually updated

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Scope Matrix

• This isnt 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

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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

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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