Chapter 05 Part 1
Chapter 05 Part 1
Chapter 05 Part 1
Project Planning.
Project Scope.
Work Breakdown Structure.
Objectives
Learn how to match the right person, with the needed skill set,
to the appropriate activity
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Project Planning. Integration Management KA.
Project Plan =
Telling the team “WHAT TO DO”
Many organizations not only have documented business templates for each part of the plan to
speed up development of the plan and to maintain consistency across projects but also may
have slightly different standard formats, based on different project characteristics, such as size,
complexity, length, and risk level.
For example, a small, low-risk project would have a shorter and less formal project planning
document than a large, complex project with members of the project team spread out all over the
world.
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Attributes of Good Project Plans
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Project Plan Creation and Analysis Paralysis
The project planning must be appropriate to the size, complexity, and risk of the
project (small and easy projects -> small planning; large and complex projects ->
significant planning efforts.
In software development, analysis paralysis typically manifests itself through exceedingly long phases
of project planning, requirements gathering, program design and data modeling, with little or no extra
value created by those steps. When extended over too long a timeframe, such processes tend to
emphasize the organizational (i.e., bureaucratic) aspect of the software project, while detracting from
its functional (value-creating) portion.
Analysis paralysis often occurs due to the lack of experience on the part of business systems analysts,
project managers or software developers, as well as a rigid and formal organizational culture.
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SW Requirements Engineering
A requirement is a singular documented need of what a particular product or service
should be or perform. It is a statement that identifies a necessary attribute, capability,
function, characteristic, or quality of a system in order for it to have value and utility
to a user.
SW Requirements:
An Example
Source: http://office.microsoft.com/en-us/products/microsoft-office-2010-system-requirements-HA101810407.aspx
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Scope Statement
100% rule:
The WBS represents 100 percent of the
work required to produce the final
products, and, therefore,
All tasks must add up to 100% of the
total scope and should not go over 100%
(No “I forgot to add …” statements at all
after project WBS has been approved)
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Main idea: to
break the entire Project
project into
manageable and
quantifiable
components
(tasks)
Approaches to
create Work
Breakdown
Structure (WBS)
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1. Analogy approach: A WBS is first created by looking for a similar projects done
in the past and using its WBS as a starting point. SE
Design Concept: “Do NOT reinvent the wheel” (check web
sites of similar projects)
2. Top-down approach Start with the largest items of the project and keep
breaking them down into smaller and smaller parts
3. Bottom-up approach: Start with the detailed tasks and roll them up
Using guidelines:
Some organizations, like the DoD, National Science Foundation (NSF) provide
guidelines/requirements for preparing a WBS
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Be a professional: be able to generate a list of advantages and
weaknesses (potential problems) of any idea, approach, method,
technique, SW, etc.
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Analyze Analogy Approach: Advantages and Issues
Advantages:
Is the fastest path to a completed WBS
Is a valuable tool for brainstorming a new project and looking for deliverables
Enhances cross-project consistency
Improves budget and time estimates
Improves resource allocations
Issues:
Ensure that the previous WBS is completely understood and similar
Ensure the previous WBS is accurate and updated
Critically review the previous WBS and its appropriateness for the new project
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Advantages:
Ensures projects are organized logically
based on the nature of the project
Promotes stakeholder participation in the
planning phase of the project
Can create a greater understanding of the
entire project by all participants
Issues:
Need to make sure major objectives are
not forgotten
Make sure to decompose the tasks to
appropriate levels
Can be time consuming, must guard
against “analysis paralysis”
Cost and time estimates are more difficult
to create and generally less accurate than
under the analogy approach
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Bottom-Up Approach: Advantages and Issues
Advantages
May lead to a more complete list of tasks
and detailed description of tasks
Promotes participation of various
stakeholders in the planning phase of the
project
Can create a greater understanding of the
entire project by all participants
Issues
Difficult to retain focus on the “big picture”
Need to make sure major objectives are
not forgotten
Harder to get organized into logical steps
or phases
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Advantages
Generally the most important stakeholder
objectives done first
Greater control and focus of the brainstorming
sessions
Promotes stakeholder participation in the
planning phase of the project
Can create a greater understanding of the entire
project by all participants
Issues
Make sure to not lose focus of the “big picture”
May lose site of the effect one objective may
have on another
Increases the need for communication
More successful when the project leader and
team has a good understanding of the project’s
objectives
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Which Approach to Choose?
Some recommendations …
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System Level
System (Webster System)
A subsystem
A component
Continued….
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WBS Examples: Process-Based Form
http://iteconcorp.com/T6WorkBreakdownStructure.html 25
WBS Example:
Tabular Form
(to be used in
CS591 Lab 1, and
CS591 Lab 2)
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Basic Principles for Creating a WBS
The WBS represents 100% of the work required to produce the product.
As soon as you define more than 100% of the scope, you have committed to doing
more than you agreed to - scope creep has begun (100% Rule)
Each WBS element represents a single deliverable
Each deliverable is distinct
Accountability for each task can be assigned to one team member
Not all elements of the WBS need to be decomposed to the same depth
Have all reporting and control mechanisms been included
Be prepared for changes
Dictionary:
Control accounts – accounting or finance department assigned account codes used in the
accounting system to track costs
Statement of work – describing the details of the work involved in creating each deliverable
Responsible organization – who is responsible for each deliverable
Schedule for major milestones
Contract information if outside vendor involved
Quality requirements
Estimate of cost and resources required
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Chapter 5.
Project Planning.
Project Scope.
Additional (optional) information.
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Project Management Plan:
A Development Process Guidelines
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What Is Project Scope?
Scope - refers to all (100%) of the work involved in creating the products of the
project and the processes used to create them
A scope statement describes the characteristics of the product that the project was
created to deliver.
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3. Cash requirements, such as length of time for return on investment and initial
cash requirements
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