This chapter describes the important steps of project management, which begins in planning and continues throughout the SDLC. First, the project manager estimates the size of the project and identifies the tasks that need to be performed. Next, he or she staffs the project and puts several activities in place to help coordinate project activities. | Chapter 3: Project Management Objectives Become familiar with estimation. Be able to create a project workplan. Understand why project teams use timeboxing. Become familiar with how to staff a project. Understand how computer-aided software engineering, standards, and documentation improve the efficiency of a project. Understand how to reduce risk on a project. Project Management The discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives Cost Schedule Performance IDENTIFYING PROJECT SIZE Cost Schedule Performance Trade-offs Cost Schedule Performance Project management involves balancing trade-offs among the three key project parameters Project Estimating Project Timeframes Function Point Approach Estimate System Size (function points and lines of code) Estimate Effort Required (person-months) Estimate Time Required (months) CREATING AND MANAGING THE WORKPLAN Developing Work Plans A work plan, is a . | Chapter 3: Project Management Objectives Become familiar with estimation. Be able to create a project workplan. Understand why project teams use timeboxing. Become familiar with how to staff a project. Understand how computer-aided software engineering, standards, and documentation improve the efficiency of a project. Understand how to reduce risk on a project. Project Management The discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives Cost Schedule Performance IDENTIFYING PROJECT SIZE Cost Schedule Performance Trade-offs Cost Schedule Performance Project management involves balancing trade-offs among the three key project parameters Project Estimating Project Timeframes Function Point Approach Estimate System Size (function points and lines of code) Estimate Effort Required (person-months) Estimate Time Required (months) CREATING AND MANAGING THE WORKPLAN Developing Work Plans A work plan, is a dynamic schedule that records and keeps track of all tasks to be accomplished over the course of the project Created after a project manager has a general idea of the project’s size and rough schedule The work plan is usually the main item in a project management software application Sample Task Identifying Tasks Top-down approach Identify highest level tasks Break them into increasingly smaller units Methodology Using standard list of tasks Work Breakdown Structure Gantt Chart Pert Chart Used to communicate task dependencies Allows easier visualization of tasks on a critical path Scope Management Scope creep happens when new requirements are added to the project after the original project scope was defined and “frozen.” Timeboxing Steps Set the date for system delivery Prioritize the functionality that needs to be included in the system Build the core of the system (the functionality ranked as most important) Postpone functionality that cannot be provided within the time frame Deliver .
